BEADED MEDICINE WHEEL

Break: Angels and Demons

Don't bother looking for trouble. It'll find you.
An Angels and Demons story.
Layla Roads' life is a laundry list of irony. Trailer trash. High school dropout. Beautiful liar. Highly skilled computer hacker. And one additional, extraordinary gift: the ability to see the demons and angels engaged in a ferocious battle on the urban streets at night.
When kidnappers hold her brother, Layla finds herself up to her neck in a plot to bring down a powerful blood demon. A crude, sexual, violent demon who kills without flinching, pushes her buttons, and looks at her with too-knowing eyes. What's worse is she feels an answering tug of desire.
It doesn't take Gethin long to figure out he has a pretty traitor on his hands--and that she's being blackmailed. As a lone human female her quest to save her brother is hopeless--just like the attraction between them. For even if Gethin helps her save all she holds dear, she can never be his...
Warning: Includes a devilish demon, a heroine caught between a rock and a hard place, several magical battles, and the steamy backseat of a car.

This novella is approximately 23,000 words in length.

In the print anthology, it is around 80 pages.

Don't bother looking for trouble. It'll find you.
An Angels and Demons story.
Layla Roads' life is a laundry list of irony. Trailer trash. High school dropout. Beautiful liar. Highly skilled computer hacker. And one additional, extraordinary gift: the ability to see the demons and angels engaged in a ferocious battle on the urban streets at night.
When kidnappers hold her brother, Layla finds herself up to her neck in a plot to bring down a powerful blood demon. A crude, sexual, violent demon who kills without flinching, pushes her buttons, and looks at her with too-knowing eyes. What's worse is she feels an answering tug of desire.
It doesn't take Gethin long to figure out he has a pretty traitor on his hands--and that she's being blackmailed. As a lone human female her quest to save her brother is hopeless--just like the attraction between them. For even if Gethin helps her save all she holds dear, she can never be his...
Warning: Includes a devilish demon, a heroine caught between a rock and a hard place, several magical battles, and the steamy backseat of a car.

This novella is approximately 23,000 words in length.

In the print anthology, it is around 80 pages.

Wilson Phillips
Hold On

I know this pain
Why do lock yourself up in these chains?
No one can change your life except for you
Dont ever let anyone step all over you
Just open your heart and your mind
Is it really fair to feel this way inside?

Chorus:
Some day somebodys gonna make you want to
Turn around and say goodbye
Until then baby are you going to let them
Hold you down and make you cry
Dont you know?
Dont you know things can change
Thingsll go your way
If you hold on for one more day
Can you hold on for one more day
Thingsll go your way
Hold on for one more day

You could sustain
Or are you comfortable with the pain?
Youve got no one to blame for your unhappiness
You got yourself into your own mess
Lettin your worries pass you by
Dont you think its worth your time
To change your mind?

(chorus)

I know that there is pain
But you hold on for one more day and
Break free the chains
Yeah I know that there is pain
But you hold on for one more day and you
Break free, break from the chains

Some day somebodys gonna make you want to
Turn around and say goodbye
Until then baby are you going to let them
Hold you down and make you cry
Dont you know?
Dont you know things can change
Thingsll go your way
If you hold on for one more day yeah
If you hold on

Dont you know things can change
Thingsll go your way
If you hold on for one more day,
If you hold on
Can you hold on
Hold on baby
Wont you tell me now
Hold on for one more day cause
Its gonna go your way

Dont you know things can change
Thingsll go your way
If you hold on for one more day
Cant you change it this time

Make up your mind
Hold on
Hold on
Baby hold on

On broken wings I'm falling
And it won't be long
The skin on me is burning
By the fires of the sun
On skinned knees
I'm bleeding
And it won't be long
I've got to find that meaning
I'll search for so long

Cry ourselves to sleep
We will sleep alone forever
Will you lay me down
In the same place with all I love

Mend the broken homes
Care for them they are our brothers
Save the fading light in our souls

In my opinion seeing is to know
What you give
Will always carry you
And who's to say
We won't survive it too.....

(Inspired from the song called "Broken Wings" by Alter Bridge)

The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why.
Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup's research were invariably those who excelled at turning each employee's talent into performance.
In today's tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer.

Buckingham and Coffman explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her -- they define the right outcomes rather than the right steps; how they motivate people -- they build on each person's unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people -- they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research -- which initially generated thousands of different survey questions on the subject of employee opinion -- finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover.
There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.

Marcus Buckingham and Curt Coffman expose the fallacies of standard management thinking in First, Break All the Rules: What the World's Greatest Managers Do Differently. In seven chapters, the two consultants for the Gallup Organization debunk some dearly held notions about management, such as "treat people as you like to be treated"; "people are capable of almost anything"; and "a manager's role is diminishing in today's economy." "Great managers are revolutionaries," the authors write. "This book will take you inside the minds of these managers to explain why they have toppled conventional wisdom and reveal the new truths they have forged in its place."
The authors have culled their observations from more than 80,000 interviews conducted by Gallup during the past 25 years. Quoting leaders such as basketball coach Phil Jackson, Buckingham and Coffman outline "four keys" to becoming an excellent manager: Finding the right fit for employees, focusing on strengths of employees, defining the right results, and selecting staff for talent--not just knowledge and skills. First, Break All the Rules offers specific techniques for helping people perform better on the job. For instance, the authors show ways to structure a trial period for a new worker and how to create a pay plan that rewards people for their expertise instead of how fast they climb the company ladder. "The point is to focus people toward performance," they write. "The manager is, and should be, totally responsible for this." Written in plain English and well organized, this book tells you exactly how to improve as a supervisor. --Dan Ring