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Distinguished pediatrician Dr Robert Bucknam, M.D. and co-author Gary Ezzo are two of the world's leading experts on infant management concepts. In this revised 5th edition, they have updated their groundbreaking approach which has found favor with over six million parents in all 50 states and has been translated into 16 languages around the world.�

For over 20 years, On Becoming Babywise has been the de facto newborn parenting manual for naturally synchronizing your baby's feeding time, waketime and nighttime sleep cycles, so the whole family can sleep through the night.�

In his 26th year as a licensed Pediatrician, Dr. Robert Bucknam, M.D. along with co-author Gary Ezzo, �demonstrate how order and stability are mutual allies of every newborn's metabolism and how parents can take advantage of these biological propensities. In particular, they note how an infant's body responds to the influences of parental routine or the lack thereof.�

Early chapters start with explorations of everyday aspects of infant management such as the three basic elements of daytime activities for newborns: feeding time, waketime, and naptime.

Practical discussions then focus on broad and niche topics including feeding philosophies, baby sleep problems, baby scheduling challenges, nap routines, sleep training multiples, baby sleeping props, Colic and Reflux and many other dimensions which impact breast feeding schedules, bottle feeding tips and baby sleep training.�

Five resource Appendixes provide additional reference material:�

1) Taking care of baby and mom�
2) A timeline of what to expect and when�
3) Baby Sleep Training Problems and Solutions�
4) Monitoring Your Baby's Growth�
5) Healthy Baby Growth Charts�

On Becoming Babywise is more than an infant-management concept. It is a mindset for successful parenthood. It can help any parent develop a plan that meets both the needs of a new baby and of the entire family. These principles have worked for millions of parents and, when applied with common sense to your unique situation, can work wonderfully for you too! Recommended by doctors across the country."As a mom, I parented both ways. �As a certified lactation educator, I know how discouraging it is to feed a baby around the clock with no apparent advantage and how fatigue will affect her milk supply. �I also know how discouraging the first eighteen months of parenting can be without a plan. �I know, because with my first child, I did everything the opposite of what is taught in this book. �Before my second baby was born, I was introduced to the Babywise concepts. �Applying these principles revolutionized my thinking. �Instead of being in baby bondage, I was liberated to be the mother God wanted me to be. �I have consistently used this series with the women I counsel. � These mothers have met with tremendous success, whether bottle or breastfeeding."
� � � � � � � � � � � �-- Barbara Philips, R.N., C.L.E. �Los Angeles, California

• Sales Rank: #684307 in Books
• Published on: 2017-01-31
• Formats: Abridged, Audiobook, CD, Unabridged
• Original language: English
• Number of items: 6
• Dimensions: 5.44" h x .56" w x 6.38" l,
• Running time: 20547 seconds
• Binding: Audio CD

Review
"As a mom, I parented both ways.� As a certified lactation educator, I know how discouraging it is to feed a�baby�around the clock with no apparent advantage and how fatigue will affect her milk supply.� I also know how discouraging the first eighteen months of parenting can be without a plan.� I know, because with my first child, I did everything the opposite of what is taught in this book.� Before my second�baby�was born, I was introduced to the�Babywise�concepts.� Applying these principles revolutionized my thinking.� Instead of being in�baby�bondage, I was liberated to be the mother God wanted me to be.� I have consistently used this series with the women I counsel. � These mothers have met with tremendous success, whether bottle or breastfeeding."
� � � � � � � � � � � �-- Barbara Philips, R.N., C.L.E.� Los Angeles, California

"From a pediatrician's perspective, this is a sigh of welcome relief for sleepless, weary parents."
� � � � �-- DAVID BLANK, M.D. of LONGMONT, CO
�

"My introduction to�On Becoming�Babywise�came over 20 years ago when a discerning member in my practice noticed my frustration with the growing numbers of fatigued mothers, fussy�babies, and their sleep nights.� I was handed a set of audio tapes of this series.� Being profoundly impressed with the insightfulness and relevance �of the content, I began applying the principles in my practice. Word of mouth among our community has helped our practice grow exponentially.�
� � � � � � � � -Dr. Jim Pearson, M.D. � Johnson City, Tennessee

"I am a practicing pediatrician and assistant professor of pediatrics.� Residents and new mothers I work with have found On Becoming�Babywise�overwhelmingly successful.� My residents report a positive difference in the confidence of new mothers who work with this plan compared to those who do not.� The freedom�Babywise�provides a new mother is so refreshing. � My parents become�baby-wise�with�Babywise."
� � � � � � � � � - Dr. Linda Meloy, M.D. � Richmond, Virginia

"I have been successfully using�On Becoming�Babywise�in my general Pediatric practice for the last several years.� I have found it to be a very helpful resource for parents.� I think any negative outcomes associated with this material is due to the misapplication of the principles."
- Dr. Thomas Gill, M.D., Pediatrician, �Johnson City,Tennessee

"Babywise�provides sound parenting advise and common sense pediatric care to many parents who are confused, frustrated, and downright sleep deprived.� As a pediatrician and father of four, my wife and I routinely receive positive feedback regarding our children's behavior and sleep habits.� Parents feel confident and relaxed when they have a plan and a goal for their infant and family.� Once a family has found success with the principles of�Babywise, they pass along their satisfaction to every new parent they meet.� Simply put, "It works!"

� � � � � � � � � � � � � � � � � � � � � � � �- �Dr. David M. Miller, M.D. � �Superior, Colorado "My introduction to�On Becoming�Babywise�came over 20 years ago when a discerning member in my practice noticed my frustration with the growing numbers of fatigued mothers, fussy�babies, and their sleep nights.� I was handed a set of audio tapes of this series.� Being profoundly impressed with the insightfulness and relevance �of the content, I began applying the principles in my practice.� The change was dramatic, as I watched the incidence of colicky�babies, sleep-disturbed and frustrated parents drop precipitously. Word of mouth among our community has helped our practice grow exponentially.� I cannot imagine any pediatrician that has come in contact with this resource not making it apart of their practice."
� � � � � � � � � � � � � � � � � � � � � � �-Dr. Jim Pearson, M.D. � � �Johnson City, Tennessee

"As a pediatrician, I cannot argue with the success of�On Becoming�Babywise.��It is such a practical approach to parenting.� It provides infants with needed structure and stability and brings the joy and love so needed in our homes today.� The effects of not using�On Becoming�Babywise�show up very quickly.� That is why I have made these principles a priority of discussion in every well-child care visit.� Parents constantly tell me, "It changed our lives."
� � � � � � � � � � � � � � � � � � � � � � � � � � � � �-- Dr. Janet Dunn, M.D. � Chatsworth, California

From the Author
In becoming one of America's leading infant management guides,�On Becoming�Babywise�has continued to improve its methods and practices throughout its 25 years and this latest version is the result of all the best over the last two decades.� � �On Becoming�Babywise�continues to gain global recognition for its common-sense approach to parenting a newborn. The infant management plan offered by Pediatrician Robert Bucknam, M.D. and co-author Gary Ezzo, M.D. in this book helps parents successfully and naturally synchronize their�baby's feeding time, waketime and nighttime cycles. The results? Happy, healthy and contented�babies�who sleep through the night on average between seven and nine weeks of age.�
The best evaluation of any parenting philosophy, including�Babywise, is not found in the reasoning or the logic of the hypothesis. End results speak clearly. Let your eyes confirm what works and what doesn't. You will be most confident in your parenting when you see the desired results lived out in other families.�


Stage One: �Birth to 5 months --�On Becoming�Babywise
Stage Two: �5 - 12 months -- � � �On Becoming�Babywise�11
Stage Three: 12 - 18 months -- � �On Becoming Pretoddlerwise
Stage Four: 18 - 36 months -- � ��On Becoming Toddlerwise
Stage Five: 36 - 84 months -- � ��On Becoming Childwise


� � �The principles of�On Becoming�Babywise�were first shared in 1984.� Sarah was the first�baby�girl raised with the principles; Kenny was the first boy.� Both thrived on mother's milk and a basic routine, and both slept through the night by seven weeks.� It was that easy.�On Becoming�Babywise�has now been translated into 16 different languages and is utilized by more than 6 million parents around the world.� As with previous editions, this update does not provide parents a list of�do's�and�don'ts.��We wish parenting were that easy. Rather, our larger objective is to help prepare minds for the incredible task of raising a child.� We believe the preparation of the mind is far more important than the preparation of the nursery.� Both can be a lot of fun.� Your�baby�will not care if his head rests on designer sheets or beside Disney characters, nor is your success tied to his wardrobe or bedroom accessories, but rather to the beliefs and convictions that will eventually shape your parenting experience.� It is our opinion that the achievements of healthy growth, contented�babies, good naps, and playful wake times, as well as the gift of nighttime sleep, are too valuable to be left to chance.� They need to be parent-directed and parent-managed.� These are attainable conclusions, because infants are born with the�capacity�to achieve these outcomes and, equally important, the�need�to achieve them. �

� � �Our goal is to demonstrate�how�this is done, but only after we explain�why�it should be done.� We realize there are a number of parenting theories being marketed today, most of which come gift-wrapped with unrealistic promises and unnecessary burdens. In light of the many options, how can new parents know what approach is best of their families? Since every philosophy of parenting has a corresponding outcome unique to that philosophy, we encourage new and expectant parents to consider, evaluate, and decide which approach is best for their families.� This can be accomplished by observing the end results.� Spend time with relatives and friends who follow the Attachment Parenting style of infant care.� Observe who practices hyper-scheduling, and certainly evaluate the outcomes associated with�On Becoming�Babywise.��In which homes do you observe order, peace, and tranquility?� Don't take any marketing plug or some strangers word for truth.� Search for yourself.� Consider the marriages as well as the children.� Is mom in a perpetual state of exhaustion?� Is she nursing every two hours or less?� Is Dad sleeping on the couch?� What is the family life like when a child is 6, 12, and 18 months old?� Is Mom stressed, frustrated, or lacking confidence?� Is the�baby�stressed, exhausted or insecure?� When the�baby�is nine months old, can the parents leave the room without the�baby�falling apart emotionally?� We believe the best evaluation of any parenting philosophy, including the one found in�On Becoming�Babywise,�is not found in the reasoning or the logic of the hypothesis but in the end results.� Let your eyes confirm what works and what does not. You will be most confident in your parenting when you see the desired results lived out in other families using the same approach.� Look at the�fruit�and then trace it back to its�seed�source. �


� � �The principles contained within the pages can help parents develop workable strategies that meet the needs of their�babies�and the rest of the family.� These have worked for millions of parents, and when faithfully applied can work wonderfully for you!� However, your pediatrician or family practitioner should always be consulted when questions arise about the health and welfare of your�baby.� Enjoy the journey of parenting!

From the Inside Flap
this is an older version that is medically out of date and is currently out of print by the publisher. the authors (Pediatrician Robert Bucknam, M.D. and Gary Ezzo) & publisher recommend pursuing the current edition with isbn 1932740139 which has a pink banner ribbon on the front of the cover.

Most helpful customer reviews

20 of 20 people found the following review helpful.
It really worked
By Serena Benz
My baby was sleeping 8 hours at night at 8 weeks old thanks to this book. I'm so grateful I had this book as a resource.

16 of 16 people found the following review helpful.
Wonderful and helpful book for new moms.
By Kelly
Wonderful book for first time Mom's. Extremely helpful, insightful, and instructional. Our 10 day old baby is already sleeping a minimum of 5 hours in a row every night, with an additional 3 after a feeding. This book puts the new Mom mind at ease, was an easy and quick read, and a great Christian background to base the family unit upon.

17 of 17 people found the following review helpful.
A Plan for Uncertain Days
By ecc
Having a baby is wonderful, yet overwhelming many times. This book gives you a plan to help chart the days ahead.

See all 3849 customer reviews...

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• Published on: 1800
• Binding: Paperback

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[R757.Ebook] Get Free Ebook Little Heathens: Hard Times and High Spirits on an Iowa Farm During the Great Depression, by Mildred Armstrong Kalish

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I tell of a time, a place, and a way of life long gone. For many years I have had the urge to describe that treasure trove, lest it vanish forever. So, partly in response to the basic human instinct to share feelings and experiences, and partly for the sheer joy and excitement of it all, I report on my early life. It was quite a romp.

So begins Mildred Kalish’s story of growing up on her grandparents’ Iowa farm during the depths of the Great Depression. With her father banished from the household for mysterious transgressions, five-year-old Mildred and her family could easily have been overwhelmed by the challenge of simply trying to survive. This, however, is not a tale of suffering.

Kalish counts herself among the lucky of that era. She had caring grandparents who possessed—and valiantly tried to impose—all the pioneer virtues of their forebears, teachers who inspired and befriended her, and a barnyard full of animals ready to be tamed and loved. She and her siblings and their cousins from the farm across the way played as hard as they worked, running barefoot through the fields, as free and wild as they dared.

Filled with recipes and how-tos for everything from catching and skinning a rabbit to preparing homemade skin and hair beautifiers, apple cream pie, and the world’s best head cheese (start by scrubbing the head of the pig until it is pink and clean), Little Heathens portrays a world of hardship and hard work tempered by simple rewards. There was the unsurpassed flavor of tender new dandelion greens harvested as soon as the snow melted; the taste of crystal clear marble-sized balls of honey robbed from a bumblebee nest; the sweet smell from the body of a lamb sleeping on sun-warmed grass; and the magical quality of oat shocking under the light of a full harvest moon.

Little Heathens offers a loving but realistic portrait of a “hearty-handshake Methodist” family that gave its members a remarkable legacy of kinship, kindness, and remembered pleasures. Recounted in a luminous narrative filled with tenderness and humor, Kalish’s memoir of her childhood shows how the right stuff can make even the bleakest of times seem like “quite a romp.”


From the Hardcover edition.

• Sales Rank: #104659 in Books
• Brand: Brand: Bantam
• Published on: 2008-04-29
• Released on: 2008-04-29
• Original language: English
• Number of items: 1
• Dimensions: 8.26" h x .67" w x 5.51" l, .73 pounds
• Binding: Paperback
• 292 pages

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• Great product!

From Publishers Weekly
Kalish's memoir of her Iowa childhood, set against the backdrop of the Depression, captures a vanished way of traditional living and a specific moment in American history in a story both illuminating and memorable. Kalish lived with her siblings, mother and grandparents-seven in all-both in a town home and, in warmer weather, out on a farm. The lifestyle was frugal in the extreme: "The only things my grandparents spent money on were tea, coffee, sugar, salt, white flour, cloth and kerosene." But in spite of the austere conditions, Kalish's memories are mostly happy ones: keeping the farm and home going, caring for animals, cooking elaborate multi-course meals and washing the large family's laundry once a week, by hand. Here, too, are stories of gossiping in the kitchen, digging a hole to China with the "Big Kids" and making head cheese at butchering time. Kalish skillfully rises above bitterness and sentiment, giving her memoir a clear-eyed narrative voice that puts to fine use a lifetime of careful observation: "Observing the abundance of life around us was just so naturally a part of our days on the farm that it became a habit." Simple, detailed and honest, this is a refreshing and informative read for anyone interested in the struggles of average Americans in the thick of the Great Depression.
Copyright � Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

From Bookmarks Magazine
One of the most endearing qualities of octogenarian Mildred Armstrong Kalish’s Little Heathens is that it runs counter to what the memoir, sadly, has too frequently become—self-indulgent, self-promoting gossip. Despite circumstances that could easily have left her embittered, Kalish, a retired English professor, recalls her formative years fondly. Through simple, honest prose punctuated with "her old pagan rhythms" (New York Times Book Review) and a host of memorable examples, Kalish performs her greatest feat, which is to make some of us under 80 just the slightest bit envious—crazy to say, but such is human nature—that we never experienced the Depression-era challenges and triumphs so lovingly recounted.
Copyright � 2004 Phillips & Nelson Media, Inc.

From Booklist
This unpretentious yet deeply intelligent memoir of growing up on a central Iowa farm in the throes of the Great Depression radiates the joy of a vanished way of life as Kalish recounts what appear to contemporary eyes as unendurable deprivations. Those who share Kalish's midwestern farm background will immediately identify with her recollections of winter nights spent under layers of quilts in unheated bedrooms. Others for whom agrarian life is uncharted territory will learn both the harsh rigors of days governed by unforgiving work cycles and the irreproducible sensual pleasure of savoring a just-picked, sun-drenched, ripe strawberry or tomato. In prose that never yields to mawkish sentimentality, Kalish details the roles of family, religion, thrift, and education in her upbringing. The complexities of wash-day chores will bring up short those who know only today's appliances. Kalish's disquisition on outhouse etiquette will simply amaze those accustomed to their own bathrooms. Mark Knoblauch
Copyright � American Library Association. All rights reserved

Most helpful customer reviews

119 of 125 people found the following review helpful.
This book is a winner
By Schmerguls
This is an entrancing memoir of days now long gone, but vivid in the minds of those who lived them. While I lived on an Iowa farm in western Iowa rather than eastern Iowa, and was a boy, and was about six years younger than the author, this book recalled so much of what it was like that reading it was sn unmitigated delight. The author recognizes "the all-too-human tendency to gloss over the bad and glorify, or at least magnify, the good" when recalling one's childhood, but it sure makes greater reading to read of one's appreciated childhood than it does to read of one who looks back thereon in bitterness. Thus this book beats, e.g., Angela's Ashes by a mile in enjoyable reading.

84 of 87 people found the following review helpful.
Depression Modern
By Peter Passell
Little Heathens, the memoir of an Iowa farm childhood, is a marvelously vivid encounter with an iconic way of life that has largely gone the way of the elm tree. The author Mildred Kalish, valedictorian of her high school class back in 1940, turns a sharp, remarkably objective eye on those descendents of the pioneers, "more 19th century than 20th," who raised her to live off the land through Iowa's "fierce blizzards" and some of America's worst times.

But this is not Little-House-on-the-Prairie. Yes, Kalish can rustle up the poignant details of honey gathering and head-cheese making. She can tell you how to domesticate raccoons and explain the proper use of beets to draw boils. What's unique here, though, is Kalish's portrait of an austere people whose Puritan tradition frowned on joy, prohibited affection in word or touch, "built character" with an open bible and homilies that dotted their days.

Fortunately, while Kalish grew up hearing that "whistling girls and crowing hens will always come to some bad end," such warnings never dampened the spirits of the "little heathens" -- as her grandmother called the farm's children. Eight decades later she has brought those stern sepia-toned faces back to full color through their words (from "Oh my soul" to "shit from shinola"), their ideals ("better to wear out than rust out"), and their deepest pleasures ("the kinship of souls that is created when everyone gathers in the kitchen to prepare a meal"). Reading Little Heathens, you become part of that lovely kinship for a while.

2 of 2 people found the following review helpful.
Great Read and Great for Giving
By H. Burns
Wow, I read this book because my mom always called us kids "little heathens" and we are from rural Iowa, so had to check out this book. If nothing else but to completely clarify what a heathen is when used in an endearing context.

First, I read it on my kindle, then bought a copy for my mom (she loved it), she then recommended it to her sisters, who bought copies, then I bought a copy for my cousin for Christmas when I got that copy i looked through it and the pics are so great it is a shame I read it first on Kindle.

Furthermore, during Thanksgiving my mom told my 8 brothers and sisters how great it was, and on, and on... Let's just say everyone who has read this book feels a closer connection to our older relatives who lived through the depression, we even understand some traditions better, why we cook the way we do, and where we get the saying, "He is just a half bubble off plumb."

I also believe that each of us has come away feeling better about where we come from, who we are, and like Dolly Parton says, I wouldn't give up those experiences for any amount of money, and I wouldn't live through it again for any amount of money. (paraphrase)

This review is based on the Hardcover Edition and the Kindle Edition

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[T192.Ebook] Get Free Ebook Genesis 12-36 (Continental Commentary) (Continental Commentaries), by Claus Westermann

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• Sales Rank: #257676 in Books
• Published on: 1995-12-01
• Original language: German
• Number of items: 1
• Dimensions: 9.21" h x 1.37" w x 6.14" l, 2.30 pounds
• Binding: Hardcover
• 604 pages

Language Notes
Text: English (translation)
Original Language: German

From the Back Cover
With this second volume of Westermann's large-scale commentary on Genesis, English-speaking readers have ready access to a masterful analysis of the patriarchal narratives. Professor Westermann offers an extensive introduction to the social and religious setting of the patriarchal period and an analysis of the shaping of the text of Genesis 12-36.

About the Author
Claus Westermann was Professor of Old Testament at the University of Heidelberg in Germany. He authored a number of books, including "Praise and Lament in the Psalms", "Roots of Wisdom", and "Prophetic Oracles of Salvation in the Old Testament", all published by WJK.

Most helpful customer reviews

11 of 11 people found the following review helpful.
A very helpful commentary for Genesis studies.
By amanuensis
Westermann's Genesis commentary, long held to be a classic, is a valuable addition to any library concerned with serious study of Genesis. This volume, the sceond of three, concerns itself with the stories from Abraham through Jacob. Westermann carefully examines each pericope from a scholarly perspective with notes, commentary and comments. The bibliographic notes are also very helpful. His awareness of the vast amount of scholarship in this area is carefully processed to provide all but the beginning Bible students with a most valuable resource to which they will return again and again.

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[F186.Ebook] PDF Download The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers, by Ben Horowitz

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Ben Horowitz, cofounder of Andreessen Horowitz and one of Silicon Valley's most respected and experienced entrepreneurs, offers essential advice on building and running a startup—practical wisdom for managing the toughest problems business school doesn’t cover, based on his popular ben’s blog.

While many people talk about how great it is to start a business, very few are honest about how difficult it is to run one. Ben Horowitz analyzes the problems that confront leaders every day, sharing the insights he’s gained developing, managing, selling, buying, investing in, and supervising technology companies. A lifelong rap fanatic, he amplifies business lessons with lyrics from his favorite songs, telling it straight about everything from firing friends to poaching competitors, cultivating and sustaining a CEO mentality to knowing the right time to cash in.

Filled with his trademark humor and straight talk, The Hard Thing About Hard Things is invaluable for veteran entrepreneurs as well as those aspiring to their own new ventures, drawing from Horowitz's personal and often humbling experiences.

• Sales Rank: #2520 in Books
• Published on: 2014-03-04
• Released on: 2014-03-04
• Original language: English
• Number of items: 1
• Dimensions: 9.00" h x 1.01" w x 6.00" l, 1.04 pounds
• Binding: Hardcover
• 304 pages

From Booklist
*Starred Review* It’s fairly evident that this is a collection of blogs, loosely strung together, united in their varied perspectives on start-ups, CEO-dom, and business in general. Though Horowitz is a cofounder of Andreessen Horowitz and his credentials reside mainly in Silicon Valley, he’s imparted some valuable insight on hard lessons learned that apply to any manager, whether in the executive suite or not. As with most experiential books, it is all about him—but it’s written in such an engaging and universally acceptable manner that no one could object. Leave aside his background, for the moment. Who would realize, for instance, that executives worry about things like initiating layoffs, hiring the right people, training, and minimizing politics, among others? It’s a refreshingly honest take, and his colorful (and, yes, profanity-laced) language breaks down any other misperceptions about the role and the person. Plus, his imagination is compelling, such as the comparisons between peacetime and wartime CEOs: Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. After all, the success equation is easy: the hard thing is getting it done. --Barbara Jacobs

Review
“More than any other business book released this year, “Hard Things” gives an insider’s perspective on what it’s like to lead and scale a startup.” (--Business Insider's Best Business Books of 2014)

“This is easily one of the essential books every business leader should read if they’re looking for proven and honest management advice.” (--Entrepreneur's 25 Amazing Business Books from 2014)

“The most valuable book on startup management hands down” (PandoDaily)

“There is more than enough substance in Mr. Horowitz’s impressive tome to turn it into a leadership classic.” (The Economist)

From the Back Cover

A lot of people talk about how great it is to start a business, but only Ben Horowitz is brutally honest about how hard it is to run one.

In The Hard Thing About Hard Things, Ben Horowitz, cofounder of Andreessen Horowitz and one of Silicon Valley's most respected and experienced entrepreneurs, draws on his own story of founding, running, selling, buying, managing, and investing in technology companies to offer essential advice and practical wisdom for navigating the toughest problems business schools don't cover. His blog has garnered a devoted following of millions of readers who have come to rely on him to help them run their businesses. A lifelong rap fan, Horowitz amplifies business lessons with lyrics from his favorite songs and tells it straight about everything from firing friends to poaching competitors, from cultivating and sustaining a CEO mentality to knowing the right time to cash in.

His advice is grounded in anecdotes from his own hard-earned rise—from cofounding the early cloud service provider Loudcloud to building the phenomenally successful Andreessen Horowitz venture capital firm, both with fellow tech superstar Marc Andreessen (inventor of Mosaic, the Internet's first popular Web browser). This is no polished victory lap; he analyzes issues with no easy answers through his trials, including

• demoting (or firing) a loyal friend;
• whether you should incorporate titles and promotions, and how to handle them;
• if it's OK to hire people from your friend's company;
• how to manage your own psychology, while the whole company is relying on you;
• what to do when smart people are bad employees;
• why Andreessen Horowitz prefers founder CEOs, and how to become one;
• whether you should sell your company, and how to do it.

Filled with Horowitz's trademark humor and straight talk, and drawing from his personal and often humbling experiences, The Hard Thing About Hard Things is invaluable for veteran entrepreneurs as well as those aspiring to their own new ventures.

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1 of 1 people found the following review helpful.
Entrepreneurial Review
By Marco Garcia
Before I start reviewing “The Hard thing about Hard Things” by Ben Horowitz, allow me to briefly explain what entrepreneurial thinking means to me. When asked to define entrepreneurial thinking, I answered by saying, “it is a mindset that embraces self-evaluation and creativity, and always tends to action.” In other words, an effective entrepreneur is always assessing himself to understand who he is, what he can (and cannot) do, and whom he knows (and counts on) so that he may creatively and rigorously devise a plan of action. Of course, there is much more to entrepreneurial thinking than my definition encompasses. Here is a couple of key criteria that I will also use to review the book: (1) effectual reasoning, and the (2) stewardship principle.

Entrepreneurial Thinking Definition
Ben Horowitz is a great entrepreneur according to my definition. Throughout his book his demonstrates (1) self-awareness and (2) creativity, and (3) how he put these into action.

Firstly, self-awareness. In the first chapter, “From Communist to Venture Capitalist” he explains who he is, where he comes from, and what he knows. He explains that “being scared doesn’t mean [being] gutless.” Having enough confidence in yourself to be bold is a key aspect of entrepreneurship; he displayed a great deal of boldness when he bought tangram to secure business with EDS. Then, Ben continues to tell us about his communist background, and how that is an advantage: “I realized that embracing the unusual parts of my background would be the key to making it through. It would be those things that I would bring to the table that nobody else had.” Lastly, he explains his mindset in terms of the following four criteria, which helped him immensely throughout his career: (1) to separate facts from perspective, (2) to “turn your s*** in” which means to be responsible for yourself and your work, (3) to not rely on first impressions, especially those based on appearances, and (4) to “look at the world through priorities.” It is therefore clear from chapter 1 that Ben Horowitz knows himself very well, and because he does, he is both confident and prepared to push himself to the limit.

Secondly, creativity. There are many examples of creativity in the book, but I’ll point to one in particular that shows rigorous creativity. After LoudCloud achieved a period of stability, most CEOs would try to remain in that state, but Ben thought differently. He asked himself, “What are we [LoudCloud] not doing?” The answer was well fought, but it eventually came out: they are not being a software company. And so, Ben rigorously devised a plan to save his and his employee’s careers. After selling LoudCloud, he would start a software company called Opsware and focus on systems automatization. To come up with this decision shows how creativity may be the answer to a struggle. Sometimes it is better to think of alternative solutions than just going forward or backwards, and this is exactly what Ben demonstrates time after time in his book – of course, assuming that everything he says he did is true.

Lastly, action. At this point I am sure that you have noticed that Ben is a man of action – whenever he says something he immediate acts upon it – but I’ll elaborate to further prove this. To save LoudCloud from going bankrupt, he only had two months to resolve his company’s problems in order to save business with his biggest client, EDS. He did, and on top of that was also able to start a group of ten engineers on a project named “Oxide,” whose goal was to separate the opsware software from LoudCloud. Ben did all of this in the 2 months period he was given, meaning that he – and his company – did not wasting any time. Ben asked his employees to come at 8am and leave at 10pm everyday (of course he also stayed those hours). He made sure that everyone worked diligently when they had to “turn their s*** in.” They accumulated enough momentum during the beginning of the 2-month rally to carry them throughout. So when the time ran out, Ben had successfully saved his company and business with EDS. That is why action – and traction – should always be the result of self-awareness and creativity.

Effectual Reasoning
Effectual reasoning has three main principles: the (1) bird in the hand, which means understanding the resources that you have at your disposal, (2) crazy quilt, which means building from the bottom up with an end goal in mind, and (3) pilot in the plane, which means that you want to be in control but not always have all the information. In his book, Ben doesn’t talk explicitly about these principles, but he definitely demonstrates them.

(1) Bird in the Hand. Ben went to college during the computer boom in Silicon Valley. When and where he studied (the resources) provided him a key advantage over other competitors because he had the knowledge to tap into a market that was underdeveloped and growing exponentially. Moreover, he understood that that point in time would also produce people of likeminded prospective. And so, Ben was able to team up with exceptional individuals such as Marc Andreessen (smartest person, according to Ben), Scott Kupor (director of finance), Mark Cranney (head of sales), Shannon Callahan (head of recruiting and HR), Margit Wennmachers (sultan of networking), and Frank Chen (head of product management) to name a few. This is how Ben demonstrates using the resources available to him.

(2) Crazy quilt. Ben’s end goal was to become a successful CEO, but he didn’t know how to get there. And so, he did what any other person would do in his situation: take a step forward and see where that leads him. His first step was to quit his old job and work for Marc Andreessen at Netscape. Circumstances and other people’s involvement lead him to take another step: build Loudcloud with Marc Andreessen. Interesting to note here is that if Ben had not quit his first job, he would not have met Marc Andreeseen and therefore not been able to build LoudCloud. Also, had Marc Andresseen not employed Ben, he would not have recognized Ben’s potential. Again, involvement from other people and circumstances then lead to Ben’s third step: selling LoudCloud and creating Opsware. As you probably guessed, other involvement from other people and circumstances lead to the next step: selling Opsware to HP and creating a venture capital firm with Marc Andreessen. And so, understanding that there are infinite ways of reaching your end goal is important, because it enables you to be flexible with ideas that come along the way. Flexibility to allow other people’s input, and to take advantage of opportunities that you hadn't foreseen. Ben demonstrates this in his journey to become a CEO, and to be honest, he became quite proficient at it.

(3) Pilot in the plane. Suffice it to say that Ben delegated work to the executives of his companies, but he always partnered with Marc Andreessen because he knew that Marc Andreessen set of skills complemented his: Marc Andreessen was the public face of the company because he thrived in that environment; Ben stayed in the background managing the company. He then goes to explain that the most important asset of a company is its employees. In light of the-pilot-in-the-plane principle, it makes a lot of sense that you keep your employees motivated because you will distribute the workload to them. Specifically in chapters 5 and 6, Ben explains the importance of taking care of the people, and creating the right in of culture in your company. The reason why the first priority of a company should be to take care of its people according to him is because they are the most knowledgeable individuals of your company. They know what the problems and strengths are because they do the work; managers, executives and CEOs orchestrate from above and may lack on smaller details. In order to have awareness of those smaller details migrate from the employees to the managers and then executive a great company culture has to be created. A great company culture is one in which workers are encouraged to talk about problems and strengths equally. Where they are awarded and recognized based on merit and not on lobbying skills. Where workers are encouraged to “move fast and break things,” meaning that workers should innovate and strive to cause breakthroughs. In this environment, workers like to go to work because it is interesting and genuinely fun. And when a worker wants to work, he/she is the most valuable asset of a company. That is why Ben knows how to delegate work and responsibility among the different hierarchical levels of his company. In analogy, a plane not only needs a pilot to operate satisfactorily. It also needs a co-pilot, stewardesses, a control tower, engineers, an air marshal, and passengers or else flying a plane is: not possible, not profitable and not safe. Ben knows this.

Stewardess Principle
This principle states that workers are individuals and for that reasons they must be encouraged to use their skills for the better of the company. Just like effectual reasoning has several components to it, so does the Stewardess Principle. Several of the key dimensions of the Stewardess Principle that I wish to discuss are: (1) culture, (2) motivation, and (3) power distance. Ben applies these dimensions to his company, and the result is obvious.

(1) Culture. Suffice it to say that Ben dedicates an entire chapter of his book to discuss how important it is to create the right culture in your company. Specifically, one has to minimize politics, encourage the right kind of ambition, and continuously have one-on-ones. By doing this, a company encourages and ensures that its workers have the right work ethics.

By minimizing politics (which means lobbying in order to achieve promotions or benefits) one reinforces the notion that if an employee works hard he/she will be rewarded accordingly. But most importantly, working hard becomes the only way to move up the ladder. No slacker will be able to lobby his/her way to the top. As a result, workers will not feel treated unjustly.

By encouraging the right kind of ambition, one avoids individual agendas or people trying to gain success at the expense of the company. The right kind of ambition is when a worker genuinely wants the company to succeed, and if the company succeeds he/she succeeds with it. The wrong kind of ambition, by contrast, is when a worker wants to succeed regardless of the company’s success. The way to encourage the right kind of ambition, according to Ben, is to seek out those employees with the wrong kind of ambition and fire them before they can rot others, and to screen possible employers while interviewing.

By establishing one-on-ones workers are able to voice any issues to their managers. According to Ben, during one-on-ones managers should do 10% talking and 90% listening. The main point of a one-on-one is for the worker to voice his thoughts and his concerns. This way if there are any problems in the company, the managers become aware of them and may pass the information along to executives and ultimately the CEO.

(2) Motivation. Motivation follows a well-established culture. If Ben had not established an excellent culture in his company he would not haven been able to ask his workers to come to work from 8am to 10pm for months at a time. As if that was not enough, Ben asked this of his workers on three consecutive occasions. This is evidence of what well-motivated stewards are capable of doing.

(3) Power distance. This dimension explains that because companies are hierarchical systems there is a potential for people to use power to abuse their subordinates. To prevent this from happening in his company, Ben placed top priority on one-on-ones. He almost fired one of his executives because he didn't do his one-on-ones. The point of one-on-ones is mentioned above, but they also an additional psychological effect. When managers listen to works, it shifts the power balance for the duration of the one-on-one. As a result, workers feel that the power distance is bridged, allowing them to work more closely with managers. And that is highly desirable.

And so, this is how Ben Horowitz exemplifies what a successful entrepreneur and CEO is. His self-awareness and creativity (and a few other personal traits) took him all the way to where he stands: co-founder of the Andreessen Horowitez venture capital firm valued at $4 billion.

1 of 1 people found the following review helpful.
The Easy Thing About "The Hard Thing About Hard Things" is Reading It
By Jeffrey Matthews
The easy thing about “The Hard Thing About Hard Things,” Andreessen Horowitz co-founder Ben Horowitz’s book about “Building a business when there are no easy answers,” is reading it.
That’s because it’s funny, to-the-point, and way more well-informed by real-world experience than most books that give advice ever are.
Like the secret to being a successful CEO: “Sadly, there is no secret, but if there is one skill that stands out, it’s the ability to focus and make the best move when there are no good moves.”
And, “Managers must lay off their own people. They cannot pass the task to HR or to a more sadistic peer.”
And, “The job of a big company executive is very different from the job of a small company executive…big company executives tend to be interrupt-driven. In contrast, when you are a startup, nothing happens unless you make it happen.”
But it’s not just catchy phrases and aphorisms that make the book something pretty much anybody who wants to build a company should read, it’s the experience that created them: Horowitz provides in brutal (and, for aspiring entrepreneurs, invaluable) detail the excruciating real-life experiences behind the advice, from his years as a Silicon Valley engineer and then as the CEO of a start-up with more near-death experiences than Keith Richards before its successful sale to HP.
Like how to fire people. What to say at the “all-hands” when you just had your first layoffs. What to tell an employee who asks if the company is being sold when it is being sold, but not yet. Why every company needs a “story,” and what makes a great company story (hint: see the letter Jeff Bezos wrote to Amazon shareholders in 1997.) When not to listen to your board. Even, literally, what questions a CEO should ask a prospect being considered for the key, all-important job in any start-up: head of sales.
I'm not a fan of “how-to” books, particularly those concerned with managing people, because they tend to be heavy on theory and light on reality, but the chapter emphatically titled “WHY YOU SHOULD TRAIN YOUR PEOPLE" proved the value of the author's experience because it explains the trap in which an engineer I know happens to find himself.
He is a software engineer for a start-up that was acquired by a large, fast-growing Silicon Valley company whose name rhymes with “Shalesforce.com.”
He is smart, highly motivated, eager to learn, and yet he is miserable at his job for precisely the reason Horowitz spells out as follows in “WHY YOU SHOULD TRAIN YOUR PEOPLE”:
“Often founders start companies with visions of elegant, beautiful product architectures that will solve so many of the nasty issues that they were forced to deal with in their previous jobs. Then, as their company becomes successful, they find that their beautiful product architecture has turned into a Frankenstein. How does this happen? As success drives the need to hire new engineers at a rapid rate, companies neglect to train the new engineers properly. As the engineers are assigned tasks, they figure out how to complete them as best they can. Often this means replicating existing facilities in the architecture, which leads to inconsistencies in the user experience, performance problems, and a general mess. And you thought training was expensive.”
That line is the exact truth. Just ask the engineer at Shalesforce.com. His managers—if they exist—ought to read this book.
In fact, anybody who wants to start a company, or work for a company, or build a company, or invest in a company, ought to read this book, because that’s not the only hard-learned truth in here.
Some others include:
“In high-tech companies, fraud generally starts in sales due to managers attempting to perfect the ultimate local optimization [i.e. optimize their own incentive pay].”
“The Law of Crappy People states: For any title level in a large organization, the talent on that level will eventually converge to the crappiest person with the title.”
“The world is full of bankrupt companies with world-class cultures. Culture does not make a company…. Perks are good, but they are not culture.”
“Nobody comes out of the womb knowing how to manage a thousand people. Everybody learns at some point.”
“The first rule of the CEO psychological meltdown is don’t talk about the psychological meltdown.”
And maybe the best of all, because it encapsulates so much of what the book is about: “Tip to aspiring entrepreneurs: If you don’t like choosing between horrible and cataclysmic, don’t become CEO.”
This book, on the other hand, is a choice between good and great, so read it.

Jeff Matthews
Author “Secrets in Plain Sight: Business and Investing Secrets of Warren Buffett”
(eBooks on Investing, 2013) $4.99 Kindle Version at Amazon.com

0 of 0 people found the following review helpful.
There is no recipe but courage
By Herve Lebret
“Every time I read a management or self-help book, I find myself saying, “That’s fine, but that wasn’t really the hard thing about the situation.” The hard thing isn’t setting a big, hairy, audacious goal. The hard thing is laying people off when you miss the big goal. The hard thing isn’t hiring great people. The hard thing is when those “great people” develop a sense of entitlement and start demanding unreasonable things. The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed. The hard thing isn’t dreaming big. The hard thing is waking up in the middle of the night in a cold sweat when the dream turns into a nightmare. The problem with these books is that they attempt to provide a recipe for challenges that have no recipes. There’s no recipe for really complicated, dynamic situations. There’s no recipe for building a high-tech company; there’s no recipe for making a series of hit songs; there’s no recipe for playing NFL quarterback; there’s no recipe for running for president; and there’s no recipe for motivating teams when your business has gone to crap. That’s the hard thing about hard things— there is no formula for dealing with them.” This is how Horowitz begins.

Horowitz gives advice to entrepreneurs. And it is not business school-like advice indeed. “People often ask me how we’ve managed to work efficiently across three companies over eighteen years. Most business relationships either become too tense to tolerate or not tense enough to be productive after a while. Either people challenge each other to the point where they don’t like each other or they become complacent about each other’s feedback and no longer benefit from the relationship. With Marc and me, even after eighteen years, he upsets me almost every day by finding something wrong with my thinking, and I do the same for hi. It works.”

I began my review by quoting the first page. I will quote here with his final page: “Hard things are hard because there are no easy answers or recipes. They are hard because your emotions are at odds with your logic. They are hard because you don’t know the answer and you cannot ask for help without showing weakness. When I first became a CEO, I genuinely thought that I was the only one struggling. Whenever I spoke to other CEOs, they all seemed like they had everything under control. Their businesses were always going “fantastic” and their experience was inevitably “amazing”. But as I watched my peers’ fantastic, amazing businesses go bankrupt and sell for cheap, I realized I was probably not the only one struggling.” […] “Embrace your weirdness, your background, your instinct. If the keys are not there, they do not exist.”

The book is not an easy read. So you may not enjoy the book if you do not need to apply it now. Still it is a great book.

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[D499.Ebook] Download Words That Wound: Critical Race Theory, Assaultive Speech, And The First Amendment (New Perspectives on Law, Culture, & Society), by Mari

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Words, like sticks and stones, can assault; they can injure; they can exclude. In this important book, four prominent legal scholars from the tradition of critical race theory draw on the experience of injury from racist hate speech to develop a first amendment interpretation that recognizes such injuries. In their critique of “first amendment orthodoxy,” the authors argue that only a history of racism can explain why defamation, invasion of privacy, and fraud are exempt from free-speech guarantees while racist and sexist verbal assaults are not.The rising tide of verbal violence on college campuses has increased the intensity of the “hate speech” debate. This book demonstrates how critical race theory can be brought to bear against both conservative and liberal ideology to motivate a responsible regulation of hate speech. The impact of feminist theory is also evident throughout. The authors have provided a rare and powerful example of the application of critical theory to a real-life problem.This timely and necessary book will be essential reading for those experiencing the conflicts of free-speech issues on campus—students, faculty, administrators, and legislators—as well as for scholars of jurisprudence. It will also be a valuable classroom tool for teachers in political science, sociology, law, education, ethnic studies, and women’s studies.

• Sales Rank: #271530 in Books
• Published on: 1993-06-04
• Original language: English
• Number of items: 1
• Dimensions: 9.00" h x .40" w x 6.00" l, .57 pounds
• Binding: Paperback
• 168 pages

From the Back Cover
In this important book, four prominent legal scholars from the tradition of critical race theory draw on the experience of injury form racist hate speech to develop a first amendment interpretation that recognizes such injuries.

About the Author
Mari J. Matsuda and Charles R. Lawrence III are professors of law at the Georgetown University Law Center. Richard Delgado is Charles Inglis Thomson Professor of Law at the University of Colorado. Kimberle Williams Crenshaw is professor of law at the University of California at Los Angeles. Mari J. Matsuda and Charles R. Lawrence III are professors of law at the Georgetown University Law Center. Richard Delgado is Charles Inglis Thomson Professor of Law at the University of Colorado. Kimberle Williams Crenshaw is professor of law at the University of California at Los Angeles. Richard Delgado is the Derrick A. Bell Professor of Law at the University of Pittsburgh. He is the author of "When Equality Ends" (Westview Press), "The Rodrigo Chronicles," and "The Coming Race War? And Other Apocalyptic Tales of America After Affirmative Action and Welfare." Delgado is the winner of eight national book awards and is a frequent television and newspaper commentator on race and civil rights.Jean Stefancic is research professor of Law at the University of Pittsburgh Law School and Derrick A. Bell Scholar in Law. She is the author of "No Mercy: How Conservative Think Tanks and Foundations Changed America's Social Agenda," and a frequent contributor to the literature on race and civil rights. Mari J. Matsuda and Charles R. Lawrence III are professors of law at the Georgetown University Law Center. Richard Delgado is Charles Inglis Thomson Professor of Law at the University of Colorado. Kimberle Williams Crenshaw is professor of law at the University of California at Los Angeles. Mari J. Matsuda and Charles R. Lawrence III are professors of law at the Georgetown University Law Center. Richard Delgado is Charles Inglis Thomson Professor of Law at the University of Colorado. Kimberle Williams Crenshaw is professor of law at the University of California at Los Angeles.

Most helpful customer reviews

19 of 27 people found the following review helpful.
thoughtful writing on critical race theory and the law
By A Customer
this book examines how free speech in this country intersects with assaultive speech.it challenges the thought that all speech should be protected, and engages you to examine the intent behind many words that we take for granted.
matsuda is known as a constitutional scholar and passionate inquisitor into the blurry intersection of race, gender, the law, and language. whether you agree with her views or not, this book and the ideas put forth will challenge you to examine your own beliefs and expectations of what your civil rights are.

3 of 20 people found the following review helpful.
Critical reading to see the totalitarian desires of the Left ...
By J
Critical reading to see the totalitarian desires of the Left and the Left's political demands' irreconcilability with the Constitution.

Richard Delgado and Jean Stefancic are enemies of the Constituition and the individual liberties it tried to guarantee.

The endgame of Richard Delgado and Jean Stefancic is kangaroo courts decided by emotion unencumbered by reasoning and law - Bolshevik death camps in the name of justice.

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