by Ralph Heath c.2009, Career Press $14.99 / $20.50 Canada 191 pages

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You almost felt a little sorry for him.

You gave one of your employees a project and he screwed up. Not a little, either. No, this was a colossal mistake and you can see that he's mortified, times ten. He's apologized on several occasions and this is fix-able (eventually), but you don't know whether to laugh, fire him, or send him off to a remote work-post in Northern Siberia.

But hold off ...

He won't make that mistake again, will he? And that means he's learned from it. In the new book "Celebrate Failure" by Ralph Heath, you'll see that you should not only expect mistakes in your company, but that you should actually seek them.

For over 30 years, Ralph Heath was the owner of a high-profile ad agency in a small Wisconsin city, and he counted several world-wide corporations on his client list. But because of a "dumb little kid" lesson he learned as a child, Heath had an unusual way of running his business: his employees were celebrated for their failures. Mistakes were not only allowed, they were encouraged.

Heath emboldened his staff to think big in an "idea-friendly environment". Everyone, from creative to sales to Heath himself, was inspired to come up with ideas that might seem risky. Some of the ideas worked, and some of them failed but the latter was never a cause for termination or reprimanding in Heath's company. Failure was seen as a chance to learn what was missing, where the idea went wrong, and what could be done better or right the next time. Even the most "mistake abused" employees were taught that failure was good.

Heath says that you'll get better results from your staff if you understand that quitting is quitting, not failure; you have to finish to fail. Learn to ask for constructive criticism when something goes wrong. Take responsibility. Be willing to "blow things up" and begin again if the situation warrants. Take the word "wait" from your vocabulary. Above all, says Heath, "successes and failures should both be lauded."

I liked this book. It's easy and quick to read, filled with stories that make their point, and you'll even get a few chuckles now and then.

But ...

Author Ralph Heath fails to stay on-topic a lot of the time. Much of this book is about how to treat employees and customers and how to run your business well, which seemed to me to be instruction in avoiding failure, not celebrating it. Nitpicky, yes. And it doesn't make this book any less useful, but it bears noting.

Secondly, I wondered if brazen risk-taking would be warmly embraced in all companies. Although it's not addressed here, "Celebrating Failure" would probably work best at a company whose employees don't have to answer to profit-minded, ultra-conservative shareholders and boards of directors.

Still, if you're looking for a way to energize employees and you have the leeway to do so, this book will make you want to act tomorrow. "Celebrating Failure" is a book you shouldn't fail to read.

-- Schlichenmeyer has been reading since she was three years old and she never goes anywhere without a book. She lives on a hill in Wisconsin with two dogs and 11,000 books.

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by Michael E. Gerber (read by John H. Mayer) c.2009, HarperAudio $22.99 4 hours / 4 CDs

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Now that the economy is starting to turn around and you think you might be able to breathe easier, there's one thing you can say you've learned in the past three years: you can't always rely on someone else for your paycheck.

Because of that, you've determined that you want to start your own business. But you wonder if there's any way to get a head-start on success? Author Michael E. Gerber says there is, and in his new book "The E-Myth Enterprise" (read by John Mayer), he'll tell you what makes a good business great and a great one, stellar.

Business, says Gerber, is a living thing. Everybody is in business in one form or another and we can't escape it. We're so habituated to business, in fact, that we think we understand it, but we really don't.

To be great in business, he says, there are five essential skills needed. All these skills must be in place "to enter the race": concentration (ability to concentrate and become concentrated); discrimination (ability to choose where and to whom our attention is directed); organization (ability to create order from chaos); innovation (ability to reach for the right action); and communication (ability to touch and be touched through words and meaning). Businesses must have these skills in place from the start.

Gerber says that there are four essential ingredients to use in building your company: visual, emotional, functional, and financial. These make up the E-Myth Enterprise Matrix.

Pay attention to your business' look, and tend to the details. Understand that people need order, connection, and purpose. Try to ascertain exactly what people want by asking what your competitors are not giving them. Remember that you have to take care of your money situation on a daily basis, which means your integrity comes into play constantly. Keep in mind that money builds a business, but can destroy it just as quickly.

In the end, Gerber says, keep things into perspective. Give back to those less fortunate. Stay interested in the dignity of your own life and the lives of the people around you.

I had very mixed feelings about this audiobook, probably because there's too much to absorb while listening to a quick-moving CD. For sure, "The E-Myth Enterprise" is not anything you'd want to listen to in the car; if you get distracted for fifteen seconds, you'll feel as if you've missed something important.

But in this case, the method of delivery might not be at fault.

While author Michael E. Gerber had some great business tips here, I thought "The E-Myth Enterprise" was a bit scattershot. There were four ingredients for this, and four rules for that, and five of something else and I was lost pretty quickly. Several points weren't thoroughly explained enough to satisfy my hunger to learn about them, and others were belabored.

Overall, I can't say I would recommend this latest audiobook in the E-Myth series. While many decent nuggets are buried deep inside "The E-Myth Enterprise", finding them is not so E-asy. -- Schlichenmeyer has been reading since she was three years old and she never goes anywhere without a book. She lives on a hill in Wisconsin with two dogs and 11,000 books.

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by Remy Stern c.2009, Collins Business $24.99 / $32.99 Canada 255 pages, includes notes

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It's quarter to two o'dark. You've made like a rotisserie for the last forty-five minutes and it's time to acknowledge your insomnia. You get out of bed, thinking that a few minutes of TV might do the sleepy-trick.

Channel 15 has on that guy with the exercise machine. Channel 7 is showing some juicer program. The woman on channel 51 is displaying some fancy make-up. Doesn't anybody sleep?

Not if they have a chance to sell you something. In the new book "But Wait...There's More!" by Remy Stern, you'll see why those infomercials are on late, why they work, and why you're watching them when you should be sleeping.

Radio, believe it or not, was around awhile before someone thought of adding ads.

The first radio commercial (for an apartment complex in Queens, New York) aired in 1922. Television would later employ similar advertising methods, but infomercials weren't widely used until the Reagan Administration's deregulation.

Today, over 300,000 infomercials air each month in the U.S. and Canada.

There are two kinds of infomercials: the short-form (90- or 120-second "commercials") and the 30-minute "paid program". Short-form spots are novelty-driven; longer programs offer more information and some entertainment, just to catch your eye and keep you hooked.

And then there are the hosts. Creating a show around the wild antics or unique personality of a former-unknown is easy, says Stern, but paying real celebs is always possible. Still, infomercial hosts often become celebrities.

One of the first -- and indubitably the most famous -- info-personalities is Ron Popeil. In the 1950s, Popeil honed his pitching skills from a table in front of a dime store in Chicago, quickly discovering several methods of keeping the lunchtime crowd with their wallets open. Many of his methods are still in use.

So why do infomercials work so well? Stern says we buy from infomercials because it's easy and it feeds our impulses. The products solve a problem (or a perceived problem). Perhaps most of all, we buy because we want to have thighs like Suzanne Somers or muscles like that exercise guy.

So will an infomercial work for your product? Stern doesn't exactly say, but he hints that it's going to cost you to find out. Infomercials can be big bucks to produce, and for every product that succeeds, fifty fail.

I liked this book a lot because it's a pop-culture trip down Memory Lane and a peek inside a business that is lampooned and sneered at, but is more successful that you'd imagine. Author Remy Stern had access to most of the major players in the world of infomercials, and he used it to dig a little. While he's respectful of the industry, he's not afraid to find the dark side of paid programs and their products.

If you've ever grabbed your phone to CALL NOW, or if you wonder how you can get an infomercial for yourself, look for "But Wait... There's More". While it doesn't slice, dice, or give you great abs, it's a pretty good book.

-- Schlichenmeyer has been reading since she was three years old and she never goes anywhere without a book. She lives on a hill in Wisconsin with two dogs and 11,000 books.

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by Jeff D. Opdyke c.2009, Collins Business $16.99 / $21.99 Canada 232 pages

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You're about to make a serious promise. An oath not for the faint of heart.

It starts with the "love, honor, and obey" bit and morphs into "in sickness and in health".

So far, so good.

But then, you'll say something like, "For richer and for poorer…" and you'll suddenly realize that them's some powerful words. You happen to like a checkbook in the black. How can you make sure your new life with your beloved is more toward the "richer" side and less of the other?

You can start by reading "Financially Ever After" by Jeff D. Opdyke. With this book in hand, your march down the aisle will start out on the right financial foot.

If you're like most people, you've been taught all your life that money is something you shouldn't talk about. Chances are your parents didn't discuss family finances in front of you. But now you're the adult and before you start your life with another grown-up, there are ten questions you should ask yourself and your future spouse.

None of the questions are easy, but they'll get you both thinking about money styles and attitudes toward cash and the lack thereof, least of which being: why buy an expensive, shiny particle of carbon to flash on a finger?

Do you have a basic understanding of money? What is your money history? What do you want to do with your life and your career, and how can money make that happen? What assets and liabilities are you each bringing to the marriage? How have you both used debt? How will you merge finances and delegate financial duties? And – just in case – is there a reason for a pre-nup?

But a pre-nup is so anti-romantic. You're in love and you trust your intended. In fact, you're getting married soon anyhow, so you're thinking about merging your finances now. Why wait, right?

Wrong, says Opdyke. Never join finances outside of marriage. Understand that chits happen, no matter the level of trust. Ask for and offer financial transparency. Communicate. Studies show that money issues are one of the three top hurdles couples face, and fights about finances have derailed many a marriage.

Why make yours one of them?

Looking for the right gifts for those inevitable weddings you'll be attending this summer? It might seem strange, but "Financially Ever After" could be just perfect.

Author Jeff D. Opdyke uses practical, common sense and good advice to help couples avoid one of marriages biggest issues, thereby, in a way, circumventing other problems that arise because of underlying money matters. Opdyke advocates equality and openness, but he also says prenuptial contracts are sometimes near-mandatory and yes, women should have their own credit histories… within reason.

If you've been married for awhile, you'll wish you'd had this book years ago. You may still find some good coaching here. But if you're altar-bound in the near future, find this inexpensive paperback, for sure. "Financially Ever After" is a book you won't want to miss for love nor money.

-- Schlichenmeyer has been reading since she was three years old and she never goes anywhere without a book. She lives on a hill in Wisconsin with two dogs and 11,000 books.

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by Joe Lamacchia, with Bridget Samburg c.2009, HCI $15.95 / $21.95 Canada 402 pages, includes school list

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All of your teenager's friends are going to college.

Harvard, Howard, a couple to the state U., small private colleges. They're going to become doctors and teachers, programmers and biologists.

But your child has decided that college isn't the right choice. She always loved welding. He wants to work construction.

And is that so bad? No, says author Joe Lamacchia. In his new book "Blue Collar & Proud of It" (with Bridget Samburg), he explains why we need blue collar workers, and he shows how to take advantage of the rosy future for blue collar jobs.

Six years ago, tired of seeing so many unhappy kids pushed into college, Joe Lamacchia started his website, BlueCollarAndProudOfIt.com. He knows how it is for some kids; his family expected him to go to college, but he knew he wouldn't have been happy and probably wouldn't have graduated.

Much of what we need for our modern life was built with the sweat of blue collar workers. Fabricators, electricians, plumbers, carpenters, mechanics, steelworkers, and welders are all essential in our world.

"Why don't we take these tradespeople more seriously?" Lamacchia asks.

In the not-so-distant future, he says, there will be a serious shortage of trained individuals to do these jobs. Canada alone may be faced with an estimated 1 million unfilled blue collar positions within a generation. Lamacchia blames this lack on the belief that college is the only door to a good, high-paying job.

So what can be done? First, we should understand that college is not a good fit for everybody. Parents shouldn't ask what college is best for their son or daughter, but what job fits best and will make them happy. High school guidance counselors should be reminded of this, too.

If you're looking for a job that doesn't involve sitting behind a desk, know your options. Ask to shadow someone in an industry you think you might like. Check out tech schools and apprentice programs. Join a union and get free training. Stop feeling like you should push yourself to get a PhD. And keep in mind that you're never "too old" to start, and that women are very welcome in these trades.

In an economy where joblessness hovers between "too high" and "oh, no", it's nice to read about industries in desperate need of hard workers who want to make a decent living (sometimes more than a doctor, when you factor in school loans).

And if you want proof of good income, there's Joe Lamacchia, author and owner of a million-dollar landscaping business. In "Blue Collar & Proud of It", he offers support for the undecided, sound reasoning for parents, and a huge list of schools and programs for anyone who's considering a blue-collar job or employment in the new "green collar" sector.

If your new grad is not college-bound and you're not sure what's next, or if you're ready for a change-of-pace yourself, this is a great book to read. "Blue Collar & Proud of It" may put your household back in the black.

-- Schlichenmeyer has been reading since she was three years old and she never goes anywhere without a book. She lives on a hill in Wisconsin with two dogs and 11,000 books.

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by Emily Yellin c.2009, Free Press $26.00 / $34.00 Canada 292 pages, includes index

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You had a pressing little problem.

It started when you called a customer service hotline. The call connected, you pressed "1" for English, "2" for tech support, "4" for the specific product, then "9" to get a live operator.

But pressing "9" connected you somewhere else so you pressed "0" and heard "Thank you, goodbye." You had to start all over with your pressing little problem, pressing this number and that until you hung up in frustration.

What happened to customer service?

Author Emily Yellin wondered that same thing, and in her new book, "Your Call Is (not that) Important to Us", she takes a look at the evolution of customer relations and what is done when you press "1".

Ever since commerce was created, customers have complained about their ability to complain. Studies have shown that consumers overall are dissatisfied with one out of every five purchases but only a small percentage of those unhappy customers contact the corporation about it.

They figure nothing would be done anyhow, so why bother?

To battle what some believe are uncaring companies, websites have offered tips on getting around automated systems. Call center employees have gone on strike on behalf of their customers. Consumers are angry and disgusted by what they perceive is corporate apathy.

To their credit, Yellin points out, many businesses have been feverishly trying to solve the problem as best they can. Outsourcers (the second-least expensive method of customer service) are ever-vigilant for cultural differences and lingual accent elimination. Customer assistance via websites seems to be catching on. Businesses are beginning to understand that stellar customer service is not a necessary evil, but that it keeps customers coming back.

Still, when you're frustrated, you don't care about that. You want answers now. When you finally get through to that live person on the phone, it helps to remember that he or she is human, too. She might be a grandmother working from home in South Dakota. You might speak to a college student in Argentina or a mother in Nicaragua. The man with the Indian accent may be more educated than you are.

With a consumer's need for understanding and a journalist's curiosity, author Emily Yellin traveled the world in search of stories of customer service successes and failures.

What she discovered will amaze you and shock you. Or maybe not.

Yellin found people who are ferocious about customer service, including reports of CEOs taking their turn at call center phones. She spoke with people who make the study of customer relations their life's work. Conversely, she reports how blogs and websites have forced businesses to take action on poor customer relations, and how some companies still don't get it.

Please listen carefully, as your options have changed: for businesses that want to spend their customer-relations money wisely, "Your Call Is (not that) Important to Us" gives plenty of positive ideas. For frustrated customers, it's a reminder that the voice on the other end of the phone belongs to somebody just trying to make a living.

-- Schlichenmeyer has been reading since she was three years old and she never goes anywhere without a book. She lives on a hill in Wisconsin with two dogs and 11,000 books.

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by Joel Comm c.2009, Wiley $24.95 / $29.95 Canada 245 pages, includes index

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Lately, you're feeling like a bit of a birdbrain.

Awhile back, somebody told you to get a MySpace page, so your business got one. Then, you were told you "needed" a Facebook page, and you got one of those. Now, everybody is all a-Twitter and you just don't get it.

You've got lots of room on those social sites, and you can add as much content as you want. So how can you possibly post anything of real importance on a website in 140 typed characters or less?

Furthermore, is anybody truly interested in the mundane details of your day?

Yes, says author Joel Comm, and in his new book "Twitter Power", he'll show you how you can advance your business and your career in a few tweet moves.

You already know about the power of the Web. If you've ever used one of those social sites, you know how fun (and addicting) they can be. Comm says that microblogging -- which is what Twitter is -- is fun, too, and can also prod your creativity by using content limits.

Becoming a Twitterer is simple, and begins with the sign-up page. Enter your name and your email address, but be careful choosing a username. Make it easy to remember (so people can find you), don't do anything too clever, and try to somehow tie it to your business or website.

So now that you're registered, you can start tweeting (posting info on Twitter) right away, but you probably shouldn't. First, finish your Twitter homepage with a photo, a brief bio, and links to your website. Once you're done with that, be sure you understand Twitter etiquette so you don't turn away potential followers, then give your followers something interesting to read.

Getting followers can be easy: just follow someone else, or join in a conversation. Comm believes that the beauty of Twitter is that it's a series of real-time conversations between millions of people, simultaneously. And, if used properly and creatively, some of them could become your new customers.

I've been on Twitter for nearly a year (@bookwormsez) but didn't use it much. It was just ... there. So, I thought I'd see what happened when I used some of author Joel Comm's advice.

Admittedly, I was skeptical. But I updated and upgraded my Twitter page just a little bit, and darned if my followings didn't go up 30 percent in less than five hours.

While this book is obviously useful and very easy to follow, the one thing I noticed (and that Comm fails to point out) is that all this takes time.

Lots of it. Even more, if you're not completely tech-savvy.

No doubt about it, tweeting is fun but, if done the way Comm suggests, the preliminaries may turn some time-starved businesspeople away.

Still, this book offers lots of ideas you may not have considered on your own as well as plenty of convincing success stories, so if you're tired of pecking around online with no results, read it. "Twitter Power" may give your business new wings.

-- Schlichenmeyer has been reading since she was three years old and she never goes anywhere without a book. She lives on a hill in Wisconsin with two dogs and 11,000 books.

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by Leo Babauta, read by Fred Stella c.2008, Brilliance Audio $19.99 4 CDs / approx. 4 hours

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Just like everybody else, you have 24 hours in a day.

You sleep some of it away. You eventually have to take time for daily ablutions, nutrition, and a few minutes to catch your breath, no matter how quick. But at the end of the day, it always seems like you have more task than you have time.

What would you say to doing less and getting more out of your 24 hours? Pick up the new audiobook "The Power of Less" by Leo Babauta, and you may discover the secret to better time management.

No doubt about it, fighting distraction is a big part of your workday. It's difficult to resist the lure of e-mail and easy to justify going on Facebook or Twitter (they're networking, right?). Check last night's scores, your horoscope, and before you know it, you've wasted an hour of your day.

So what to do? First, author Leo Babauta says, set limitations and "choose the essential to maximize time and energy." Playing online isn't networking, it's playing online; in fact, he says, you probably don't even need to check e-mail more than twice a day and you can usually reply in 5 sentences or less.

Every morning when you get up, decide on what Babauta calls the MIT: the Most Important Tasks. Choose three MITs each day, then batch them for maximum efficiency. Start small and learn to focus.

Stay informed by reading a blog or magazine or participating in an online forum. Try to do your absolute best on one big project, rather than working on a bunch of smaller ones. If the boss asks you to complete a task, carefully assess what he or she is asking you to do. Once you get going, find "flow" and immerse yourself in the work.

At the end of the day, try to simplify and relax. Clear the clutter from your desk, your home, and your life. Learn to eat, drink, and drive slower. And don't forget to take care of yourself -- if you get more time by doing less, you'll want to be healthy enough to enjoy it.

In today's workplace, where twenty people want your job and you're being asked to do more and more, does it make sense to slow your pace?

I didn't think so, either.

Author Leo Babauta has some good ideas, in theory. Who wouldn't like to focus on a mere three tasks each day? Who wouldn't jump at the chance to participate in an "online forum" during worktime? All these things are wonderful if you can get away with them, but Babauta's program is filled with what I think most executives would consider a waste of precious time and -- since a good chunk of this audiobook is devoted to meticulous (and common-sense) diet and exercise advice -- a waste of good money.

If you think you have the luxury of slowing down your pace at work, give this audiobook a whirl. For most workin' folks, though, "The Power of Less" is a lot less useful.

-- Schlichenmeyer has been reading since she was three years old and she never goes anywhere without a book. She lives on a hill in Wisconsin with two dogs and 11,000 books.

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by Deborah and Gerald Strober c.2009, Phoenix Books $14.95 / $16.95 256 pages

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Ever play "Chutes and Ladders"?

"Chutes and Ladders", of course, was (and still is) a board game for small children. If you land on a square with a ladder, you move up the board quickly. If you land on a square with a chute, you slide back down just as fast. First to the top wins.

And that pretty much sums up the stock market lately. Up the ladder, down the chute, and few winners.

But some investors lost everything to someone authors Deborah and Gerald Strober say has been called the most hated man in New York. In the new book "Catastrophe", you'll read about Bernie Madoff, his scams, and his victims.

Bernard Madoff was born in 1938 in New York and was raised in Queens. Although he attended a close-knit high school, surprisingly few of his classmates remember him from then. His acumen with money wasn't obvious when he was in high school, but in 1960, he took $5,000, invested it, and founded Bernard L. Madoff Investment Securities, LLC, or BMIS.

Almost quietly, he began making his fortune. Madoff was doing things that few brokers were doing; some later called him a "pioneer" and a "financial wizard". Few experts had even heard of him prior to the 1980s. No one seems to know for sure when he started his Ponzi scheme.

When the scandal broke and Madoff was arrested, people were horrified to learn that the man they trusted was "a thief". Some lost millions of dollars; others lost everything, having turned over their nest-egg or their entire retirement fund to Madoff for investing. Most question whether he actually invested anything at all.

The list of victims reads like a Society Page: a senator, a filmmaker, actors, playwrights, Palm Beach residents, sports team owners. Madoff even swindled a 90-year-old man who considered Madoff "as a son".

But you know all -- or most -- of this. So why read the book?

Authors Deborah and Gerald Strober doggedly interviewed dozens of people who were victims of or knew Bernard Madoff, people who were affected by his actions, and a few who were able to see past his "charm". Although it dips into the melodramatic and sometimes reads like a supermarket tabloid, pulling all this information into one place makes this book an as-comprehensive-as-possible explanation of what transpired, given that we may never know for sure.

Surprisingly, religion comes into play a lot in "Catastrophe", and not just because Madoff is Jewish, as are many of his victims. The authors explore forgiveness, which is interesting since they include irate quotations pulled from other sources, as well as plenty of angry blog entries in this book.

In their afterword, they discuss how this happened, and they offer scenarios for what comes next in this drama and in the way we do financial business.

If you love to play the stock market, gambol in gambling, or otherwise sport with your savings, pick up "Catastrophe". This cautionary (true) tale proves that the game of finance is no game at all.

-- Schlichenmeyer has been reading since she was three years old and she never goes anywhere without a book. She lives on a hill in Wisconsin with two dogs and 11,000 books.

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by Jeff Jarvis c.2009, Collins $26.99 257 pages

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How does a cheap, quick vacation sound this summer?

Pretty good, huh? A little fun, plenty of relaxation - but where to go?

Pop on your computer for inspiration, and you'd probably pull up Google. Type in a few words for some destination ideas. Google "flights" and "hotels", search museums, maybe get some tickets, Google your maps, make reservations, and there you are.

Vacation: planned.

Notice that? "Google" is not just a noun anymore... we "Google" something when we're looking for information. So how in the www did that happen? Better yet, how does it affect the way you do business? Find out by reading "What Would Google Do?" by Jeff Jarvis.

The first thing you need to know -- and you don't even have to search for it online -- is that if you give customers power, they will use it. That's something you want to happen: if you give your customers the power to offer feedback, tell you what to improve and tell you what they don't like about your product, you have valuable information you just got without paying a penny for a think tank or survey team. In this way, through honest communication, your worst customer becomes your best friend.

But rule number one won't work without rule number two: Pay attention. Read your customer's blogs, websites, and online comments about you. Don't ignore them, because they won't just go away. In fact, start a dialogue with your customers. Offer to fix every problem personally, then watch the negative comments turn golden.

Understand that "small is the new big", that the masses are now niches, and that you're throwing your money away if you don't go where your customers are. Embrace "free" as the new way to do business (think airlines, and the money they're making with a la carte pricing). Decide what business you're really in, and become the best at it. Give up control to gain your customer's trust.

"Make mistakes well," Jarvis says, and remember that life -- and business - are just ongoing experiments. Fail spectacularly and learn from it. Encourage... no, demand innovation from your employees, then get out of the way. Need to drag your business kicking and screaming into the 21st Century? Reading "What Would Google Do?" is as good a place as any to start.

While this book is heavily steeped in geekspeak (which may be hard for some CEOs to catch at first), it's filled with sound advice and real-life examples for working with and retaining today's computer- and internet-savvy customers (or Generation Google, as author Jeff Jarvis calls them).

In the last segment of his book, Jarvis gets brutally specific with industry-by-industry advice, which is not for the faint-hearted. If he's right -- and his track record is impressive -- you might not like what you read.

Not as techie as you want to be? Then read this book, read it again, and turn it over to your IT staff. Give them "What Would Google Do?", give your customers control, and they'll all know exactly what to do.

-- Schlichenmeyer has been reading since she was three years old and she never goes anywhere without a book. She lives on a hill in Wisconsin with two dogs and 11,000 books.

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