Between 1929 and 1935 Evelyn Waugh travelled widely and wrote four books about his experiences. In this collection he writes, with his customary wit and perception, about a cruise around the Mediterranean; a train trip from Djibouti to Abyssinia to attend Emperor Haile Selassie's coronation in 1930; his travels in Aden, Zanzibar, Kenya and the Congo, coping with unbearable heat and plagued by mosquitoes; a journey to Guyana and Brazil; and his return to Addis Ababa in 1935 to report on the war between Abyssinia and Italy. Waugh's adventures on his travels gave him the ideas for such classic novels as Scoop and Black Mischief.

One of the few things in life that’s certain is death—and here’s a realistic, practical, and even humorous book about preparing for it. From cremation ("Making an Ash of Yourself") to funeral plans (“Plan and Plot Your Own Demise”) to choosing executors and dealing with family relationships, media figure Jo Myers covers it all. It’s sure to appeal to boomers caring for aging parents and anyone else who needs help approaching this not-so-easy-to-talk-about subject.

A laugh-out-loud take on early teenage life by the author of My Best Friend and Other Enemies. When Ella's dad refuses to let her have cool school shoes or stay up later than 9:30, Ella decides to take things into her own hands. Being good hasn't got her anywhere, so why not try being bad for a while? It certainly looks a lot more fun and what's a few detentions here and there? But going bad is a slippery slope and soon things are starting to spiral out of control. Can Ella get things back on track? Or is she going to end up with egg on her face? A brilliantly funny new story from Catherine Wilkins, stand-up comedian and author of the much-loved 'My Best Friend and Other Enemies' series.

Recounts the events of a day when everything goes wrong for Alexander. Suggested level: junior, primary.

It has been said that in a marriage you only get eighty percent of what you need. When the other twenty percent is too tempting to turn down, do you decide to go with your family life, or do you take advantage of a once in a lifetime opportunity? Simone, Te'Nae, and Shay are picture perfect wives and career women. Although they're able to juggle prestigious jobs, motherhood, and wifely duties with ease, they share a dark secret that, if exposed, could ruin everything they've worked hard to maintain. They will only get one chance to figure out if their families and marriages are worth more than the risks they're taking. They better hope they make the right decision, because once good wives go bad, there is no turning back, and the consequences can be major.

Poetry. Bank robberies. Kissing. Presidential announcements. Suits. In his first full-length book of poetry, Sasha Fletcher chronicles the domestic lives of two people living with ghosts, certain doom, an unidentifiable number of children, and each other. Funny and disastrous, tragic and optimistic, IT IS GOING TO BE A GOOD YEAR is the sort of love story that you only hear about when you listen, very carefully, to the kind of things you are too terrified to ask for. "There are ghosts in this book, which means there's an afterlife. You might even be in the afterlife. But even though there's an afterlife, I'm sorry, you're still going to need to find something to eat, and the Beloved is still going to leave you. I love Sasha Fletcher's voice for the fearless way it celebrates the world's collapse and for its endless confidence. Listen: it is going to be a good year, whether it is going to be a good year or not." Josh Bell"

The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?