Got a problem? Then you've got a conflict between what you want and what you're getting! Focus on the conflict, not the problem, and your life will become easier. Does your conflict involve building high performance teams? Communicating effectively with employees? Mastering your job as a manager?

Dr. Woody Sears addresses these and other common conflicts in five new books, published by the Human Resources Development Press in early 2007 and available through HRD Press or Amazon.com.

The Front Line Guide to Communicating with Employees

"Communicating well is an enabling skill with amazing potential for positive consequences, both professionally and personally. This book will be your personal companion on the road to becoming a really effective communicator."

The Front Line Guide to Management Style

"Few people watch anyone as closely as workers watch their managers. They look for the cues and clues that allow them to predict the manager's mood. They know more about your behavior--your management style--than you think. A winning management style is not about becoming less predictable, but about becoming more consistent and congruent."

The Front Line Guide to Thinking Clearly

"Thinking clearly must preceed effective action, and sometimes that challenges usual procedures. Like a hot knife through butter, thinking clearly can cut through inefficient procedures, wasteful processes, and missed opportunities. It’s a powerful weapon in the contest for personal and corporate survival."

The Front Line Guide to Building High-Performance Teams

"Team is one of those four-letter words that’s been so over-used that it has no meaning. Has there ever been more snake-oil being sold as a cure-all? There’s a legitimate time for team building, and it’s not based on training episodes. This book can empower you to make a positive difference in the lives of many people."

The Front Line Guide to Mastering the Manager's Job

"What’s the manager’s real role? Your job is not to manage people, but to manage only three things: schedules, costs, and quality. What about people? When managers are held to schedule, cost, and quality targets, they’re more likely to involve their workers, to tap into that enormous reservoir of abilities and experience. This book shows you how to build these powerful, productive relationships."