**FOR IMMEDIATE RELEASE**
EDITORS: For review copies or interview requests, contact:
Marketing Services
Tel: 888-519-5121
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Email: pressreleases@authorhouse.com
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New book invites young readers to enter ‘The Upside Down World of Stacey McGill’
Linda Burns promotes the use of imagination as a tool to bring happiness and joy into one's life
PERRY, Utah – Her role as a mother, grandmother and educator give author Linda Burns the opportunity to experience and see the world of many young people. She observed that those who are going through bullying, rudeness and unhappy home situations need a little joy in their lives. With this desire to bring happiness to those who need it most, she decided to pen “The Upside Down World of Stacey McGill” (published by AuthorHouse).
In this picture book, young readers are invited to immerse in peaceful moments and fanciful delight as they follow the adventures of Stacey McGill. Stacey leaves sadness, bullying and rudeness behind as she uses her imagination to visit an upside down world where everything is opposite of her sad life. In there, she encounters hugs, smiles, fun and kindness.
“The Upside Down World of Stacey McGill” combines fanciful rhyming and illustrations to allow readers to imagine how smiles, kindness and caring about each other brings happiness. The book can also be enjoyed upside down and right side up, which encourages them to use their imagination and enter a world where all good things are possible.
“Today, we are suffering in a world where many people are unkind, disrespectful, and downright mean,” the author reflects, “Stacey McGill stands as a representative for all those who are suffering these maladies. I believe we need the kindness, smiles and overall happiness shown in this ‘Upside Down World.’”
“The Upside Down World of Stacey McGill”
By Linda Burns
Softcover | 8.5 x 8.5in | 30 pages | ISBN 9781728311449
E-Book | 30 pages | ISBN 9781728311456
Available at Amazon and Barnes & Noble
About the Author
As a teacher, mother of four, grandmother of 17 and great-grandmother of 14, Linda Burns has a great deal of experience working with children and seeing their world. Teaching students in third through sixth grades gave her the opportunity to help children use their imaginations in developing creativity. Students were allowed to use their various talents in the completion of assignments, such as art, music, writing, or oral presentation. She observed how this practice encouraged those who were struggling with a lack of self-confidence or the thought that they did not fit in to develop a more positive outlook in life. She received an outstanding teacher award from the school district for her efforts. Having seen the value of using imagination to affect positive change, Burns used the lyrics and music to transport her learners to a place where kindness reigned even if just for a few moments. As a result of her concern and love for children, she has written and published children’s songs, short stories and poetry designed to bring laughter and joy into their lives. She continues this practice today. Because of her love for Dr. Seuss books, some of her writing reflects that influence. Growing up, the author’s parents instilled in her the ability to use her imagination. She considers it to be the motivating factor in her writing; bringing joy and creativity into her life and into the lives of others.
AuthorHouse, an Author Solutions, Inc. self-publishing imprint, is a leading provider of book publishing, marketing, and bookselling services for authors around the globe and offers the industry’s only suite of Hollywood book-to-film services. Committed to providing the highest level of customer service, AuthorHouse assigns each author personal publishing and marketing consultants who provide guidance throughout the process. Headquartered in Bloomington, Indiana, AuthorHouse celebrated 15 years of service to authors in Sept. 2011.For more information or to publish a book visit authorhouse.com or call 1-888-519-5121. For the latest, follow @authorhouse on Twitter.
======================
Exercise sparks real, positive changes in the brain. Learn about this & other non-medication treatment approaches in our Natural Remedies series >
Treating ADHD with exercise & other natural remedies
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PART 5
The Neuroscience of Movement for ADHD
When you bike, run, or swim, your brain releases important chemicals — from mood-boosting endorphins to attention-enhancing dopamine & norepinephrine. The effects are so powerful that a leading expert says: "Think of exercise as medication."
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The Sound of Calm... and Focus... and Self-Control
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Scream-Free Parenting
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============
FOR IMMEDIATE RELEASE
Dec. 5, 2019
Sens. Lee, Cruz, Blackburn, and Scott Introduce Head Start Improvement Act
WASHINGTON – Sens. Mike Lee (R-UT), Ted Cruz (R-TX), Marsha Blackburn (R-TN), and Tim Scott (R-SC) introduced the Head Start Improvement Act of 2019 Thursday, a bill that would improve the Head Start program by eliminating much of the program’s federal bureaucracy and giving the money directly to states through block grants.
“Nothing is more important to the future of our society – nor more critical to fulfilling our national commitment to equal opportunity – than the care and upbringing of the next generation,” Sen. Lee said. “Washington should respect the proven ability of communities and states to develop unique solutions for their children. Our Head Start Improvement Act is a step in that direction.”
How it works:
An online version of this release can be found here.
====================
Speaker Wilson’s Response to Democrats’ Alternative Tax Plan
Salt Lake City – The Utah Legislature has consistently crafted policies that benefit Utah’s families and businesses and that have been critical to our state’s success. The alternative tax plan made public this morning by House Democrats would undo those policies and strike a blow to the principles that have made Utah strong.
The House Democrats’ plan to implement a progressive income tax would create greater dependence on a tax that is volatile by nature. During an economic downturn, capital gains and other income tax revenue sources could be significantly reduced, jeopardizing important state funding priorities like education and Medicaid. Their plan also calls for the creation of a gross receipts tax--a policy that would place undue burdens on the backs of businesses through tax pyramiding.
Furthermore, arguments that the tax reform process has somehow been rushed and lacked opportunities for public input is simply not true. To date, the process undertaken by the Tax Restructuring and Equalization Task Force has included 17 public meetings with nearly 60 hours of public input. To put that in perspective, other legislative proposals typically receive only two opportunities for public input during an annual General Legislative Session.
The bipartisan task force will vote on Monday on a proposal that helps Utah families by enabling them to keep more of their paychecks through a tax cut of more than $100 million. It also reshapes the state budget to keep taxes low and government small--all while continuing to prioritize funding for education and other critical programs.
========================
*For a review copy of The Busy Leader's Handbook or an interview with Quint Studer, please contact Dottie DeHart, DeHart & Company Public Relations, at (828) 325-4966 or simply reply to this email.
Why Workplace Drama Harms Your Company (and How to Shut It Down)
Drama in the workplace just happens sometimes. But the best leaders learn to stop
it in its tracks. Quint Studer shares advice for keeping the peace at work.
Hoboken, NJ (December 2019)—From time to time, most of us have experienced or even contributed to workplace drama. It can take many different forms: People gossip, spread rumors, complain, lash out emotionally, rant about a perceived wrong, purposely exclude others, take sides in conflicts, and so forth. No matter how drama manifests, it can be a highly destructive force inside a company.
"Drama contributes to a less professional workplace," says Quint Studer, author of Wall Street Journal bestseller The Busy Leader's Handbook: How to Lead People and Places That Thrive (Wiley, October 2019, ISBN: 978-1-119-57664-8, $28.00). "It creates bad feelings and lowers morale. It keeps people from being able to work together effectively. It tears teams apart. It hurts productivity. Ultimately, it creates the kind of culture that drives away high performers and keeps you from attracting great talent."
Studer says that those who create workplace drama aren't always doing it intentionally. It can be driven by insecurity, fear, or other undealt-with emotional issues. But most often, he says, it stems from people not knowing how to handle conflict or have tough conversations.
"Whatever the reasons, great leaders take a zero-tolerance stance against drama," says Studer. "Their behavior and their words let employees know they value a drama-free environment where people cultivate healthy, respectful, collaborative adult relationships."
Here are a few tips for shutting down drama in your organization:
Model the behavior you want to see. Don't participate in drama yourself. Don't gossip or badmouth anyone. Strive to always be aboveboard, fair, respectful, and positive. Be really careful about even small things: for example, copying someone you don't need to copy on a sensitive email. Never stop examining your own motives and hold yourself to the highest standard. The leader always sets the tone for workplace behavior. If it's okay for you to do it, employees assume it's okay for them. Be aware of the messages you're sending.
Have a system for managing conflict. "Train employees on how situations should be resolved and give them specific steps for getting there," says Studer. "In many cases, they may not realize how harmful their actions are. With just a little training and expectation-setting, you can eliminate many of the problems."
Be as transparent as possible. Drama thrives in secretive environments. This is one of many reasons why it's a good idea for organizations to be open about everything from financials to performance metrics to changes that might be coming in the future. The less people have to speculate about, the less likely they'll be to gossip and repeat hearsay. Leaders need to be transparent, too. The less you have to hide the less you'll have to worry about who you told and whether they will repeat it.
Ask for specificity. "When people make blanket statements like 'everybody says' and 'everybody thinks,' ask them for names and particulars," says Studer. "Who is everybody? I have found in my work with communities that when people start using generalities like this to build a case for their position (usually a negative one), they can typically name only one or two people. They are creating a lot of emotion without a lot of substance behind it. Forcing specificity helps us put issues in perspective and shuts down drama."
Stop repeating the story. Encourage employees to keep the story in the group that needs to hear it. When something happens that gets people upset, they may feel the need to tell their story over and over. Usually this is because they want support or attention. As leaders we need to be careful not to do this ourselves and we need to let employees know how destructive this can be. When we repeat stories over and over, they become larger than life and perpetuate negativity throughout the organization.
Hold open conversations about real issues. When there is an issue, the goal is to get it fixed, not go behind people's backs and complain. Far better to approach the person and have an open conversation. Back up your statement with data. For example: "In the past month, you have missed three deadlines. Can we talk about what the problem might be?" Often, addressing the issue openly will help you uncover a root cause. Once you zero-in on the factor keeping the employee from doing their job properly, you can work with them to find a solution.
Encourage people to carry their own messages. If an employee comes to you complaining about a third party—whether it's a fellow employee or an immediate supervisor—ask, "Have you spoken to this person directly?" A big part of creating an ownership mindset is teaching employees to work out their own conflicts and advocate for themselves rather than "telling on" people. Remember, the goal is always adult relationships. Adults resolve their own issues rather than stirring up drama.
Try to understand people's motivations. "Sometimes an employee may create drama unintentionally," says Studer. "Their motive might be pure but their delivery or process is broken. Maybe they really do need something fixed but don't know how to go through the proper channels to get it done. Usually by having a probing conversation with the person, you'll be able to figure out their motivation. You can then use it as a teachable moment, explaining how they might better handle similar situations in the future."
Shut down troublemakers immediately. If you see that someone is intentionally engaging in bad behavior or stirring up trouble, take a two-pronged approach. First, don't join in the conversation the troublemaker has started. Stay professional and aboveboard. Next, narrate to the troublemaker (and everyone) that drama is unacceptable. Reiterate the kind of environment you are trying to create inside your company. Sometimes we all need a gentle reminder.
Extend grace. Let people back in the fold. If someone has made a mistake, give them another chance. Don't hold a grudge or, worse, turn the company against them. We're all human and we all have bad moments and bad days. In general, discourage self-righteous or "I'm done here!" attitudes that assume the worst of people and make it okay to give up on them. Recognize the humanity and fallibility of others. In your words and actions demonstrate that extending a little grace to people when they stumble is a good thing.
Reward and recognize people who get it right. We all learn by example. For instance, when you see someone handling conflict in a positive way, thank them and acknowledge them publicly. Likewise, admit it when you get it wrong. If you do something that creates or perpetuates drama, own it and apologize. People respect leaders who are vulnerable and honest about their flaws.
"Few workplaces will ever be 100 percent drama-free," concludes Studer. "Human beings have shortcomings and get carried away by emotions. Yet I believe that the vast majority of people truly want good things for their coworkers and their company. When they realize how destructive drama can be, and learn more productive ways to get their needs met, they will work hard to change for the better and create a stronger, more positive culture and a higher-performing organization."
# # #
About the Author:
Quint Studer is the author of Wall Street Journal bestseller The Busy Leader's Handbook and a lifelong businessman, entrepreneur, and student of leadership. He not only teaches it; he has done it. He has worked with individuals at all levels and across a variety of industries to help them become better leaders and create high-performing organizations. He seeks always to simplify high-impact leader behaviors and tactics for others.
Quint has a great love for teaching his insights in books and has authored nine of them in addition to The Busy Leader's Handbook. His book Results That Last also made the Wall Street Journal bestseller list. Building a Vibrant Community, published in 2018, is a blueprint for communities seeking to revitalize themselves.
Quint is the founder of Vibrant Community Partners and Pensacola's Studer Community Institute. He currently serves as the Entrepreneur-in-Residence at the University of West Florida.
To learn more, please visit www.thebusyleadershandbook.com, www.vibrantcommunityblueprint.com, and www.studeri.org.
About the Book:
The Busy Leader's Handbook: How to Lead People and Places That Thrive (Wiley, October 2019, ISBN: 978-1-119-57664-8, $28.00) is available at bookstores nationwide, from major online booksellers, and direct from the publisher by calling 800-225-5945. In Canada, call 800-567-4797. For more information, please visit the book's page at www.wiley.com.
--------------------------------------
*For a review copy of The Busy Leader's Handbook or an interview with Quint Studer, please contact Dottie DeHart, DeHart & Company Public Relations, at (828) 325-4966 or simply reply to this email.
Why Workplace Drama Harms Your Company (and How to Shut It Down)
Drama in the workplace just happens sometimes. But the best leaders learn to stop
it in its tracks. Quint Studer shares advice for keeping the peace at work.
Hoboken, NJ (December 2019)—From time to time, most of us have experienced or even contributed to workplace drama. It can take many different forms: People gossip, spread rumors, complain, lash out emotionally, rant about a perceived wrong, purposely exclude others, take sides in conflicts, and so forth. No matter how drama manifests, it can be a highly destructive force inside a company.
"Drama contributes to a less professional workplace," says Quint Studer, author of Wall Street Journal bestseller The Busy Leader's Handbook: How to Lead People and Places That Thrive (Wiley, October 2019, ISBN: 978-1-119-57664-8, $28.00). "It creates bad feelings and lowers morale. It keeps people from being able to work together effectively. It tears teams apart. It hurts productivity. Ultimately, it creates the kind of culture that drives away high performers and keeps you from attracting great talent."
Studer says that those who create workplace drama aren't always doing it intentionally. It can be driven by insecurity, fear, or other undealt-with emotional issues. But most often, he says, it stems from people not knowing how to handle conflict or have tough conversations.
"Whatever the reasons, great leaders take a zero-tolerance stance against drama," says Studer. "Their behavior and their words let employees know they value a drama-free environment where people cultivate healthy, respectful, collaborative adult relationships."
Here are a few tips for shutting down drama in your organization:
Model the behavior you want to see. Don't participate in drama yourself. Don't gossip or badmouth anyone. Strive to always be aboveboard, fair, respectful, and positive. Be really careful about even small things: for example, copying someone you don't need to copy on a sensitive email. Never stop examining your own motives and hold yourself to the highest standard. The leader always sets the tone for workplace behavior. If it's okay for you to do it, employees assume it's okay for them. Be aware of the messages you're sending.
Have a system for managing conflict. "Train employees on how situations should be resolved and give them specific steps for getting there," says Studer. "In many cases, they may not realize how harmful their actions are. With just a little training and expectation-setting, you can eliminate many of the problems."
Be as transparent as possible. Drama thrives in secretive environments. This is one of many reasons why it's a good idea for organizations to be open about everything from financials to performance metrics to changes that might be coming in the future. The less people have to speculate about, the less likely they'll be to gossip and repeat hearsay. Leaders need to be transparent, too. The less you have to hide the less you'll have to worry about who you told and whether they will repeat it.
Ask for specificity. "When people make blanket statements like 'everybody says' and 'everybody thinks,' ask them for names and particulars," says Studer. "Who is everybody? I have found in my work with communities that when people start using generalities like this to build a case for their position (usually a negative one), they can typically name only one or two people. They are creating a lot of emotion without a lot of substance behind it. Forcing specificity helps us put issues in perspective and shuts down drama."
Stop repeating the story. Encourage employees to keep the story in the group that needs to hear it. When something happens that gets people upset, they may feel the need to tell their story over and over. Usually this is because they want support or attention. As leaders we need to be careful not to do this ourselves and we need to let employees know how destructive this can be. When we repeat stories over and over, they become larger than life and perpetuate negativity throughout the organization.
Hold open conversations about real issues. When there is an issue, the goal is to get it fixed, not go behind people's backs and complain. Far better to approach the person and have an open conversation. Back up your statement with data. For example: "In the past month, you have missed three deadlines. Can we talk about what the problem might be?" Often, addressing the issue openly will help you uncover a root cause. Once you zero-in on the factor keeping the employee from doing their job properly, you can work with them to find a solution.
Encourage people to carry their own messages. If an employee comes to you complaining about a third party—whether it's a fellow employee or an immediate supervisor—ask, "Have you spoken to this person directly?" A big part of creating an ownership mindset is teaching employees to work out their own conflicts and advocate for themselves rather than "telling on" people. Remember, the goal is always adult relationships. Adults resolve their own issues rather than stirring up drama.
Try to understand people's motivations. "Sometimes an employee may create drama unintentionally," says Studer. "Their motive might be pure but their delivery or process is broken. Maybe they really do need something fixed but don't know how to go through the proper channels to get it done. Usually by having a probing conversation with the person, you'll be able to figure out their motivation. You can then use it as a teachable moment, explaining how they might better handle similar situations in the future."
Shut down troublemakers immediately. If you see that someone is intentionally engaging in bad behavior or stirring up trouble, take a two-pronged approach. First, don't join in the conversation the troublemaker has started. Stay professional and aboveboard. Next, narrate to the troublemaker (and everyone) that drama is unacceptable. Reiterate the kind of environment you are trying to create inside your company. Sometimes we all need a gentle reminder.
Extend grace. Let people back in the fold. If someone has made a mistake, give them another chance. Don't hold a grudge or, worse, turn the company against them. We're all human and we all have bad moments and bad days. In general, discourage self-righteous or "I'm done here!" attitudes that assume the worst of people and make it okay to give up on them. Recognize the humanity and fallibility of others. In your words and actions demonstrate that extending a little grace to people when they stumble is a good thing.
Reward and recognize people who get it right. We all learn by example. For instance, when you see someone handling conflict in a positive way, thank them and acknowledge them publicly. Likewise, admit it when you get it wrong. If you do something that creates or perpetuates drama, own it and apologize. People respect leaders who are vulnerable and honest about their flaws.
"Few workplaces will ever be 100 percent drama-free," concludes Studer. "Human beings have shortcomings and get carried away by emotions. Yet I believe that the vast majority of people truly want good things for their coworkers and their company. When they realize how destructive drama can be, and learn more productive ways to get their needs met, they will work hard to change for the better and create a stronger, more positive culture and a higher-performing organization."
# # #
About the Author:
Quint Studer is the author of Wall Street Journal bestseller The Busy Leader's Handbook and a lifelong businessman, entrepreneur, and student of leadership. He not only teaches it; he has done it. He has worked with individuals at all levels and across a variety of industries to help them become better leaders and create high-performing organizations. He seeks always to simplify high-impact leader behaviors and tactics for others.
Quint has a great love for teaching his insights in books and has authored nine of them in addition to The Busy Leader's Handbook. His book Results That Last also made the Wall Street Journal bestseller list. Building a Vibrant Community, published in 2018, is a blueprint for communities seeking to revitalize themselves.
Quint is the founder of Vibrant Community Partners and Pensacola's Studer Community Institute. He currently serves as the Entrepreneur-in-Residence at the University of West Florida.
To learn more, please visit www.thebusyleadershandbook.com, www.vibrantcommunityblueprint.com, and www.studeri.org.
About the Book:
The Busy Leader's Handbook: How to Lead People and Places That Thrive (Wiley, October 2019, ISBN: 978-1-119-57664-8, $28.00) is available at bookstores nationwide, from major online booksellers, and direct from the publisher by calling 800-225-5945. In Canada, call 800-567-4797. For more information, please visit the book's page at www.wiley.com.
================
Hong Kong, Xinjiang, and the Insecurity of China’s Leadership
by Mel Gurtov
730 words
Hong Kong is in chaos, with no sign that the protesters will yield on their demands. Mass incarceration and indoctrination of Uyghurs and other Chinese Muslims has become so widely publicized, and evidenced, that Chinese leaders no longer try to deny that a roundup has taken place, though they dispute the numbers. As China extends its economic reach, its leaders have to confront another reality: Reputation matters, and economic clout will not easily convert to political or cultural influence. International repugnance is widespread over the Xi Jinping government’s flouting of human rights norms and seeming indifference to human suffering.
The larger context here is Xi’s determination to wipe out all sources of resistance to his lifetime rule, foreign or domestic. His government typically cites “three evils” to justify repression: separatism, terrorism, and extremism. Actually, it has several other “evils” in its sights, including organized religion, protest demonstrations, cultural autonomy, activist lawyers, and independent journalists and environmental organizations. In its view, all these forces threaten the one-party state, disrupt economic plans, and unravel the myth of the unified multi-national state. They challenge the Chinese party-state’s security and legitimacy, which have always been far more important to Beijing than spreading a political model abroad.
Naming and shaming can sometimes help mitigate widespread and systematic human rights violations. Bringing the Uyghur repression (which some call cultural genocide) before the UN High Commissioner for Human Rights has already produced a joint statement of twenty-two countries, in July, condemning “large-scale arbitrary detention” and other violations. The statement calls on China to allow UN and independent access to the so-called “retraining” camps. Britain has separately urged China to "allow UN observers immediate and unfettered access to the region." The European Union has also criticized China's conduct. Possibly more effective than the so-called spotlight effect is boycotting companies that, directly or indirectly, facilitate repression, and sanctioning individuals responsible for it, and blocking international financial institutions such as the World Bank from investing in Xinjiang.
What brings Hong Kong and Xinjiang together is the failure of China's leaders to accommodate local politics and culture, and instead to impose “stability” through draconian measures—a clear indication of leadership insecurity and blindness to the conditions that prompt unrest. Outside pressure, however, has to be carefully calibrated lest it lead to even more oppressive Chinese steps. More direct US political intervention in Hong Kong, for example, would only exacerbate the situation—and give demonstrators false hopes. As Chen Jian, a distinguished scholar of China-US relations, has written: “It is beyond America’s capacity and mandate to try to impose answers upon the Chinese in American ways. Any attempt to do so will only trigger China’s lingering ‘victim mentality’ and mobilize radical Chinese nationalism centered on an anti-American-hegemony discourse. The biggest beneficiary of such a scenario will, ironically, be no one else but the Chinese ‘communist’ state.”
At times like these we need more, not less, interaction with China. Care needs to be exercised not to feed an anti-China hysteria by, for example, cutting back people-to-people and other exchanges, closing down Confucius Institutes, imposing immigration and visa restrictions, putting Chinese nationals and Americans of Chinese heritage who work in US laboratories and universities under suspicion, or using trade as a weapon. Legislation such as the US Senate’s Hong Kong Human Rights and Democracy Act appropriately sanctions Chinese and Hong Kong officials but also reeks of political posturing about American values and bipartisanship. Donald Trump quietly signed the act, but indicated he would not honor all its provisions. For him, protecting human rights pales in importance beside the prospect, however remote, of a favorable trade deal with China.
One other thing: We should not be self-righteous about repression in China. Few countries are free of religious, political, or social oppression. Few have eschewed violent official responses to mass protest. Fewer still are the governments that have recognized, much less apologized and compensated for, the harm they have done in the name of social stability. The scale of China’s human rights abuses may have no current counterpart—by some estimates, as many as 1.8 million Chinese Muslims have been incarcerated—but it is also part of a global pattern that embraces even the most “developed” and “democratic” countries. The struggle against abuses here is also a struggle against abuses there.
--*************--
Mel Gurtov, syndicated by PeaceVoice, is Professor Emeritus of Political Science at Portland State University.
