Making Friends with Death: A Field Guide for Your Impending Last Breath (to be read, ideally, before it's imminent!)

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Death is a great and grand mystery, and the actual act of dying is the last physical act of our lives. We can do it well, like a graceful well-rehearsed piano solo—or we can do it like that first awkward dance with a middle-school crush. But if anything deserves our full attention, some preparation, or some renewed clarity, death might be it.

In this light-hearted, irreverent exploration of the one thing that is certain in all lives, Making Friends with Death offers a look at all the uncertainty that precedes this final act. A compelling mix of practical how-to advice and personal narrative, this book encapsulates our greatest quest—to make peace with death. Pritchett offers up wisdom she has gleaned from all sorts of places, including a decade of traditional research and a lifetime of other related, but less formal, pursuits (digging up a dead body, watching her dog be necropsied on the lawn, hosting Death Cafés, and confronting the grim reaper himself).

Making Friends with Death broaches the sacred and the scary with warmth, research, and humor. Interspersed with a variety of workbook-like exercises, this book will prove to be the go-to companion for anyone who would rather be able to greet death as an old friend, rather than a spooky stranger.
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About the author

Laura Pritchett is the author of five novels and the recipient of the PEN USA Award, the Milkweed National Fiction Prize, the High Plains Book Award, the Willa Award, and others. Her work has appeared in The New York Times, O Magazine, Salon, High Country News, The Millions, Publisher’s Weekly, The Sun, and many others. She holds a PhD from Purdue University and teaches around the country. You can find out more at www.laurapritchett.com.
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Additional Information

Publisher
Simon and Schuster
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Published on
Aug 29, 2017
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Pages
240
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ISBN
9781632280602
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Language
English
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Genres
Self-Help / Death, Grief, Bereavement
Self-Help / Self-Management / General
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Content Protection
This content is DRM protected.
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Eligible for Family Library

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This Naked Mind has ignited a movement across the country, helping thousands of people forever change their relationship with alcohol.
 
Many people question whether drinking has become too big a part of their lives, and worry that it may even be affecting their health. But, they resist change because they fear losing the pleasure and stress-relief associated with alcohol, and assume giving it up will involve deprivation and misery.  
 
This Naked Mind offers a new, positive solution. Here, Annie Grace clearly presents the psychological and neurological components of alcohol use based on the latest science, and reveals the cultural, social, and industry factors that support alcohol dependence in all of us.  Packed with surprising insight into the reasons we drink, this book will open your eyes to the startling role of alcohol in our culture, and how the stigma of alcoholism and recovery keeps people from getting the help they need. With Annie’s own extraordinary and candid personal story at its heart, this book is a must-read for anyone who drinks.

This Naked Mind will give you freedom from alcohol. It removes the psychological dependence so that you will not crave alcohol, allowing you to easily drink less (or stop drinking). With clarity, humor, and a unique blend of science and storytelling, This Naked Mind will open the door to the life you have been waiting for.
 
“You have given me my live back.” —Katy F., Albuquerque, New Mexico

“This is an inspiring and groundbreaking must-read. I am forever inspired and changed.” —Kate S., Los Angeles, California

“The most selfless and amazing book that I have ever read.” —Bernie M., Dublin, Ireland
THESE HABITS WILL MAKE YOU EXTRAORDINARY.

Twenty years ago, author Brendon Burchard became obsessed with answering three questions:

   1. Why do some individuals and teams succeed more quickly than others and sustain that success over the long term?
   2. Of those who pull it off, why are some miserable and others consistently happy on their journey?
   3. What motivates people to reach for higher levels of success in the first place, and what practices help them improve the most


After extensive original research and a decade as the world’s leading high performance coach, Burchard found the answers. It turns out that just six deliberate habits give you the edge. Anyone can practice these habits and, when they do, extraordinary things happen in their lives, relationships, and careers.

Which habits can help you achieve long-term success and vibrant well-being no matter your age, career, strengths, or personality? To become a high performer, you must seek clarity, generate energy, raise necessity, increase productivity, develop influence, and demonstrate courage. The art and science of how to do all this is what this book is about.

Whether you want to get more done, lead others better, develop skill faster, or dramatically increase your sense of joy and confidence, the habits in this book will help you achieve it faster. Each of the six habits is illustrated by powerful vignettes, cutting-edge science, thought-provoking exercises, and real-world daily practices you can implement right now.

If you’ve ever wanted a science-backed, heart-centered plan to living a better quality of life, it’s in your hands. Best of all, you can measure your progress. A link to a free professional assessment is included in the book.
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?

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