Co-dependency—of which enabling is a major element—can and does exist in families where there is no chemical dependency. Angelyn Miller’s own experience is a dramatic example: neither she nor her husband drank, yet her family was floundering in that same dynamic. In spite of her best efforts to fix everything (and everyone), the turmoil continued until she discovered that helping wasn’t helping. Miller recounts how she learned to alter the way she responded to family crises and general neediness, forever breaking the cycle of co-dependency. Offering insights, practical techniques, and hope, she shows us how we can transform enabling relationships into healthy ones.

"This book focuses on cases of sexual assault at Michigan State University (MSU), The Ohio State University (OSU), USA Gymnastics (USAG), the Catholic Church, and Pennsylvania State University (PSU) exploring the role that enablers have in sexual assault cases"--

Do you confuse being needed with being loved? Do you relate to others by taking care of them? Then you may be an enabler. The enabler protects others from the consequences of their actions. But by always taking responsibility for those around them, enablers hurt the very people they love most. This sensitive and insightful book, written by a recovered enabler, shows how enabling relationships can be transformed into healthy ones.

Authoritarian regimes in many countries, and the men that lead them, depend on the international management of licit and illicit funds under their control. Frank Vogl shows that curbing their activities for their kleptocratic clients is critical to secure democracy, enhance national security, and ensure international financial stability.

Sales, marketing and customer-success organizations are under enormous pressure to hit increasing targets. Are you giving them their best chance to succeed? Imagine a world where instead of being viewed as an annoyance, salespeople are viewed as valuable resources to the customer. This book will explain what "sales enablement" is, why it's important to your business, and how to successfully implement it within your organization, aligned to your buyer's journey. And you will discover how to do all this in a way that won't cost you millions of dollars or hundreds of lives!

Adopting the latest agile tools and practices won't be enough to respond to rapid market change. Leaders must first lay the groundwork by creating the right environment for these tools to work. Many managers struggle to install the underlying organizational operating system for business agility. High-performing agile organizations depend on the strength of six key enabling factors: leadership, culture, structure, people, governance, and ways of working. This book explains why these factors are important and how they work together to increase organizational agility. Real-world examples, stories, and tools will help leaders get realistic about the scope of changes needed in their organizations and show them how to get started. Karim Harbott does not offer a book of recipes. Instead, he focuses on mindset, principles, and general patterns. This book summarizes of the most important factors in increasing organizational agility and why they work, which leaders will need to consider in a so-called agile transformation. Because every organization is different, each will have its own route to agility and high performance. Managers will need to tackle all the areas that are crucial to creating an environment in which any chosen approach can work.

Like most lawyers, I have had others attach labels to me over the years, including: a. the baby faced assassin b. the lawyer to get when you don't want to deal with a lawyer c. the 'www' (why the wealthy win) guy The one that has meant the most to me was coined by a small business operator I helped guarantee she survived and ultimately prospered during a difficult start up phase. She called me 'The Dream Enabler'. This book shares many of the key learnings I have been fortunate to discover while having unprecedented access to some of Australia's most successful people.

This book demonstrates how the IT complex can be viewed & managed as any other company business unit which contributes to the company's "bottom-line." The view is based upon an IT management model that is business plan-driven; comprehensive of IT's management & technical functions; and inclusive of both IT & business unit responsibilities.

Based largely on Neville Chamberlain's own words and official government documents, this book describes how were it not for Chamberlain's powerful, dominating presence in the British government, World War II might have been avoided. Was Adolf Hitler hell-bent on inciting a war, and there was no course of action by any national leader that could have prevented World War II? Or, did Prime Minister Neville Chamberlain's appeasement policy with Germany and slowness in strengthening England's armed forces directly encourage Hitler to strike, dooming Chamberlain's successor Winston Churchill to face the war that could have been prevented? This book provides an in-depth look at one of the most pivotal moments in England's history, tapping a variety of primary sources to reveal rarely considered perspectives on the story behind the road to World War II. It explains how Chamberlain was driven by a personal agenda to destroy Socialism, which was the primary force behind Chamberlain's "double policy" of gradual rearmament and appeasement of the German dictator that enabled Hitler to strengthen his position in Europe. Author John Ruggiero takes exception to the Revisionist argument that Chamberlain had no choice but to appease Hitler, instead arguing that Charmberlain's pursuit of a policy of appeasement powered Germany's war machine, and as the most important figure in the British government, he therefore bears full responsibility for the failure of that policy. Students of international relations and history will be surprised to learn that Hitler was not wholly responsible for the war, while scholars will be interested in the manner in which Chamberlain managed to control the agenda—and his rationale for doing so.