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"Accuracy is not debatable." This book is a "call for commitment" by Officials to a proper performance while making consistent, accurate rulings. My motivation for this book comes from the fact that I have an absolute genuine concern about THE GAME, and I have for a long time. My concern comes from my belief that officiating basketball is not as difficult as so many among us make it out to be. "Much of what I was taught" during the first half of my career had no rules support, was vague, came with poor advice, and were even philosophical. Those clinicians and trainers who trained me were terrific individuals with a noble effort to teach me the "right way." However, there sure seemed to be many "right ways." Their training was also filled with too much about the "tricks of the trade" and not enough about "the trade." I was never instructed to trust the rules. Over the last four decades, we have become conditioned to accept less and less in the name of style, philosophy, and appearance. We must get all Officials committed to enforcing the rules, and they can't do that if they don't know them. This book is "long overdue" because it is my attempt to let the basketball "world" hear the words of Peter Webb, my mentor and the most knowledgeable person on the planet on the topic of basketball officiating. We know you'll enjoy and benefit from reading this "officiating textbook."

A manager argued that he could either increase his business unit's margins or its sales, but not both. His chief executive reminded him of the time when people lived in mud huts and faced the stark choice between light and heat: punch a hole in the side of your hut and you let the daylight in but also the cold, or block up all the openings and you stay warm but sit in darkness. The invention of glass made it possible to overcome the dilemma—to let in the light but not the cold. How then, he asked his manager, will you resolve your dilemma between no sales or no margin improvement? Where is the glass? —From the Introduction "To win, leaders have to push their companies beyond trade-offs. They must find strong growth at premium returns, not one or the other. They must deliver great results today and build for the future at the same time, not push for earnings that can't be sustained. The Three Tensions is about having both at the same time, more of the time. I recommend it to any manager serious about winning." —James Kilts, former chairman, CEO, and president, The Gillette Company "Leadership can't be just about telling people what you expect of them. The Three Tensions sets out a range of helpful tactics leaders can adopt to really engage their people in the search for good performance on many fronts." —Andrew Cosslett, chief executive, InterContinental Hotels Group PLC "The Three Tensions speaks to fundamental management issues, perhaps the most fundamental. Managers looking for new ideas on how to improve performance will find it very stimulating. I found my own thinking very much influenced by it." —John Roberts, professor of economics, strategic management, and international business, Stanford Business School

-Identify your critical decisions. Focus on those that matter most to your company's performance. --

From the earliest days of the church, Christians have struggled with questions related to unity and the handling of doctrinal differences. In this book you'll find clear guidance from Scripture about the doctrines on which it's essential for Christians to agree, and the doctrines on which believers can graciously agree to disagree. This landmark resource will equip you to take an uncompromising stand on the essentials of the faith while promoting love and unity among true believers. Book jacket.

In the high-pressure quest to make a sale, acquire a contract, and beat out other bidders, sales professionals frequently resort to cutting prices, offering discounts, or making other concessions that cut into their operating marginsùshort-term strategies that are destructive to the long-term sustainability of their business. High-Profit Selling helps readers understand that their sales goal shouldn't simply be to sell more, but to sell more at a higher priceàand that success comes only to those focused on ôprofitable sales.ö This eye-opening book shows readers how to: Avoid negotiating ò Actively listen to customers ò Match the benefits of their product or service with the customer's needs and pains ò Confidently communicate value ò Successfully execute a price increase with existing customers ò Ensure prospects are serious and not shopping for price Too many salespeople believe that a sale at any price is better than no sale at all. This powerful guide helps move readers toward a profit-centered approach that will strength en their relationships and increase their bottom line.

Many companies claim to have "gone to the cloud," yet returns from their efforts are meager, and sometimes worse. Why? Because they've defined cloud as a destination, not a capability. Using cloud as a single-vendor, one-stop destination is fiction; in practice, you'll require a mosaic of capabilities across several vendors. Your data strategy needs to follow a hybrid multicloud model, one that delivers cloud's value at destinations you choose. This practical guide from IBM experts provides business leaders and C-level executives with guidelines from Agile development, microservices, and open source solutions--including pro tips for strengthening operations along the way. Apply in-the-field best practices and lessons learned as you define your hybrid cloud strategy and drive your company's transformation strategy. This book gets you started. Learn cloud fundamentals and patterns, including basic concepts and history Get a framework for cloud maturation phases to value-plot your cloud future Know which questions to ask about a cloud provider before you sign Discover potential pitfalls for everything from the true cost of your cloud solution to adopting open source the right way See how IBM infrastructure can boost your cloud journey