This controversial book is about personal achievement, management, and leadership in the new millennium. It is presented in three parts because we trend to live our lives in three ways: 1. We live as private individuals who have to deal with the world from our own point of view; 2. We have to live and interact with others, whether they be friends, family, or colleagues; and 3. Together we have to live within this modern world, and find ways to survive it.

For these reasons, Part One of this book highlights some of the challenges facing people at home, at work, and within society. It covers important subjects that need to be understood by those who desire to fly higher --subjects that in themselves are taken for granted, but are often the root to many personal failures. They include motivation, inspiration, belief and conviction, self control, brain power, creativity, and one's perception of the world.

Part Two delves into how people can work together, and how the leader can create synergy. This is important because we live in a world in which people must work better together, but unlike bees and ants, we are not as well coordinated. We need to learn about human behavior, how to interact, and how to work in teams. Chapters 8 to 13 explore the areas of leadership, teamwork, empowerment, and staff reward systems.

Part Three examines some of the pressing issues that organizations and individuals will face in the new millennium. Advice is given about what can be done to pre-empt (and succeed in) the new environment. Although each chapter in this book can, in itself, fill hundreds of pages, the pertinent points have been highlighted for you to explore.

In a nutshell, what this book is about:

Leadership, management, and self-development principles are taught at hundreds of colleges to thousands of students who read millions of books. Yet companies collapse, businesses blunder, and friendships fail, while individuals and organizations are enslaved to inefficiency, inaccuracy, and instability.

Why is it that so many popular techniques have a higher propensity to fail than to succeed? All this, despite the groundwork set by "gurus" who urged us to: go on a quest in search of excellence; win friends and influence people; engage in serious creativity; capture moments of truth; and develop the seven habits of highly effective people.

Beyond the hype, the real issues have been too controversial to communicate, too tough to tackle, and too risky to raise.

Despite the efforts of commercialized gurus, it appears that individuals have not been properly guided in their pursuits. Misguided enthusiasts can be as menacing as non-believers. This results in a multitude of irritating graduates from "The Textbook School Of Bluffers".

Amazon.com Review
Jonar Nader knows his thoughts on business and leadership won't appeal to everyone. But this writer-consultant-speaker-philosopher, who grandiosely calls himself a Post-Tentative Virtual Surrealist, certainly doesn't lack for ideas. Between one section on skills for today ("life management" and creativity) and another on those for the future (management trends and customer service), he addresses broad topics like leadership and teamwork and how they can more effectively enable people to coexist. Some comments seem intentionally inflammatory ("stop the insatiable urge to survey everything that moves" and "diplomacy is a waste of time"), but many are tied to proposals for personal and corporate advancement that are truly intriguing, even if they have little chance of widespread adoption. Case in point: his proposition for "fluid shares," a compensatory plan in which everyone is paid equally and rewarded or penalized equally according to profits. Personnel at the top obviously won't like this, but Nader brushes aside this objection, claiming it's for the general good. "Those who are infuriated (should) resign gracefully because their selfish attitude is the one that has been conflicting with the organization for a long time," he writes. Few will find such notions truly feasible, but open-minded readers may appreciate where he's going and perhaps even develop some ideas for shaking things up on their own. --Howard Rothman