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Your most important work relationship is with your boss. You need it to go well. But even the best bosses can be hard to read, and some seem downright inscrutable. Your boss isn't going to change for you—don't waste your time trying. The solution lies in figuring out what makes your boss tick and adapting your own work style to make the relationship better. But how do you do that?
In this pragmatic and accessible guide, top executive coach Steve Arneson shows how to find the answers to fifteen essential questions that will help you understand your boss's leadership style, goals, motivations, work relationships, and how he or she sees you. Vivid real-world examples demonstrate Arneson's advice in action and show clearly how this process can be used to gain a more meaningful, productive, and enjoyable work life.
In this pragmatic and accessible guide, top executive coach Steve Arneson shows how to find the answers to fifteen essential questions that will help you understand your boss's leadership style, goals, motivations, work relationships, and how he or she sees you. Vivid real-world examples demonstrate Arneson's advice in action and show clearly how this process can be used to gain a more meaningful, productive, and enjoyable work life.
A poor relationship with the boss is the leading cause of dissatisfaction at work. Steve Arneson (bestselling author of Bootstrap Leadership, over 11,000 copies sold) says it's time to stop complaining about the boss and take charge of the relationship. When you understand what makes your boss tick, you can begin to put the focus where it belongs: on yourself.
This manager's guide shows how to recognize and eliminate the leadership behaviors that kill morale, crush productivity, and drive top talent away.
The workplace is broken—and managers are the problem. Through coaching hundreds of frustrated employees, Tanya Uyigue has identified the toxic management patterns driving people to quit. Employees are exhausted by leaders who micromanage their every move, disappear for months without check-ins, or create environments where speaking up feels dangerous.
The truth is, your team isn't telling you what's actually wrong because they're afraid of being retaliated against, dismissed, or labeled as “difficult.” But their silence is costing you talent, productivity, and profitability.
What Your Team Won't Tell You exposes the seven destructive manager archetypes that poison workplace culture, and each chapter provides specific, actionable strategies to transform these toxic patterns into leadership strengths. When you create an environment where employees feel heard, valued, and empowered, retention soars, productivity increases, and engagement becomes authentic-not forced.
The workplace is broken—and managers are the problem. Through coaching hundreds of frustrated employees, Tanya Uyigue has identified the toxic management patterns driving people to quit. Employees are exhausted by leaders who micromanage their every move, disappear for months without check-ins, or create environments where speaking up feels dangerous.
The truth is, your team isn't telling you what's actually wrong because they're afraid of being retaliated against, dismissed, or labeled as “difficult.” But their silence is costing you talent, productivity, and profitability.
What Your Team Won't Tell You exposes the seven destructive manager archetypes that poison workplace culture, and each chapter provides specific, actionable strategies to transform these toxic patterns into leadership strengths. When you create an environment where employees feel heard, valued, and empowered, retention soars, productivity increases, and engagement becomes authentic-not forced.
This manager's guide shows how to recognize and eliminate the leadership behaviors that kill morale, crush productivity, and drive top talent away.
The workplace is broken—and managers are the problem. Through coaching hundreds of frustrated employees, Tanya Uyigue has identified the toxic management patterns driving people to quit. Employees are exhausted by leaders who micromanage their every move, disappear for months without check-ins, or create environments where speaking up feels dangerous.
The truth is, your team isn't telling you what's actually wrong because they're afraid of being retaliated against, dismissed, or labeled as “difficult.” But their silence is costing you talent, productivity, and profitability.
What Your Team Won't Tell You exposes the seven destructive manager archetypes that poison workplace culture, and each chapter provides specific, actionable strategies to transform these toxic patterns into leadership strengths. When you create an environment where employees feel heard, valued, and empowered, retention soars, productivity increases, and engagement becomes authentic-not forced.
The workplace is broken—and managers are the problem. Through coaching hundreds of frustrated employees, Tanya Uyigue has identified the toxic management patterns driving people to quit. Employees are exhausted by leaders who micromanage their every move, disappear for months without check-ins, or create environments where speaking up feels dangerous.
The truth is, your team isn't telling you what's actually wrong because they're afraid of being retaliated against, dismissed, or labeled as “difficult.” But their silence is costing you talent, productivity, and profitability.
What Your Team Won't Tell You exposes the seven destructive manager archetypes that poison workplace culture, and each chapter provides specific, actionable strategies to transform these toxic patterns into leadership strengths. When you create an environment where employees feel heard, valued, and empowered, retention soars, productivity increases, and engagement becomes authentic-not forced.
This manager's guide shows how to recognize and eliminate the leadership behaviors that kill morale, crush productivity, and drive top talent away.
The workplace is broken—and managers are the problem. Through coaching hundreds of frustrated employees, Tanya Uyigue has identified the toxic management patterns driving people to quit. Employees are exhausted by leaders who micromanage their every move, disappear for months without check-ins, or create environments where speaking up feels dangerous.
The truth is, your team isn't telling you what's actually wrong because they're afraid of being retaliated against, dismissed, or labeled as “difficult.” But their silence is costing you talent, productivity, and profitability.
What Your Team Won't Tell You exposes the seven destructive manager archetypes that poison workplace culture, and each chapter provides specific, actionable strategies to transform these toxic patterns into leadership strengths. When you create an environment where employees feel heard, valued, and empowered, retention soars, productivity increases, and engagement becomes authentic-not forced.
The workplace is broken—and managers are the problem. Through coaching hundreds of frustrated employees, Tanya Uyigue has identified the toxic management patterns driving people to quit. Employees are exhausted by leaders who micromanage their every move, disappear for months without check-ins, or create environments where speaking up feels dangerous.
The truth is, your team isn't telling you what's actually wrong because they're afraid of being retaliated against, dismissed, or labeled as “difficult.” But their silence is costing you talent, productivity, and profitability.
What Your Team Won't Tell You exposes the seven destructive manager archetypes that poison workplace culture, and each chapter provides specific, actionable strategies to transform these toxic patterns into leadership strengths. When you create an environment where employees feel heard, valued, and empowered, retention soars, productivity increases, and engagement becomes authentic-not forced.
We weigh every significant decision based on how it will affect our future. But when it comes to figuring that out, we mostly make the process up as we go along. While financial professional Peter Neuwirth can't help you actually predict the future, he can offer a simple, systematic way to make much better guesses about it—and so make better decisions.
Neuwirth offers an accessible, step-by-step guide to using the powerful concept of Present Value—which allows you to determine the value today of something that might happen in the future—to evaluate all of the outcomes that might arise from choosing one path as opposed to another. Using examples that anyone can relate to, Neuwirth walks you through the process. Your old refrigerator doesn't work as well as it used to—should you buy a new one right away or muddle through for a while? You're offered a great discount on a service you don't need at the moment but eventually will—buy the service now or wait?
With just a little math and some common sense, you can compare future costs and benefits with present costs and benefits and make “apples to apples” comparisons. This book will be indispensable for anyone who has ever had to figure out whether to stick with an awful job or follow his or her bliss, fix that old car or buy a new one, increase 401(k) contributions or keep the same take-home pay, and a thousand other decisions.
Neuwirth offers an accessible, step-by-step guide to using the powerful concept of Present Value—which allows you to determine the value today of something that might happen in the future—to evaluate all of the outcomes that might arise from choosing one path as opposed to another. Using examples that anyone can relate to, Neuwirth walks you through the process. Your old refrigerator doesn't work as well as it used to—should you buy a new one right away or muddle through for a while? You're offered a great discount on a service you don't need at the moment but eventually will—buy the service now or wait?
With just a little math and some common sense, you can compare future costs and benefits with present costs and benefits and make “apples to apples” comparisons. This book will be indispensable for anyone who has ever had to figure out whether to stick with an awful job or follow his or her bliss, fix that old car or buy a new one, increase 401(k) contributions or keep the same take-home pay, and a thousand other decisions.
We weigh every significant decision based on how it will affect our future. But when it comes to figuring that out, we mostly make the process up as we go along. While financial professional Peter Neuwirth can't help you actually predict the future, he can offer a simple, systematic way to make much better guesses about it—and so make better decisions.
Neuwirth offers an accessible, step-by-step guide to using the powerful concept of Present Value—which allows you to determine the value today of something that might happen in the future—to evaluate all of the outcomes that might arise from choosing one path as opposed to another. Using examples that anyone can relate to, Neuwirth walks you through the process. Your old refrigerator doesn't work as well as it used to—should you buy a new one right away or muddle through for a while? You're offered a great discount on a service you don't need at the moment but eventually will—buy the service now or wait?
With just a little math and some common sense, you can compare future costs and benefits with present costs and benefits and make “apples to apples” comparisons. This book will be indispensable for anyone who has ever had to figure out whether to stick with an awful job or follow his or her bliss, fix that old car or buy a new one, increase 401(k) contributions or keep the same take-home pay, and a thousand other decisions.
Neuwirth offers an accessible, step-by-step guide to using the powerful concept of Present Value—which allows you to determine the value today of something that might happen in the future—to evaluate all of the outcomes that might arise from choosing one path as opposed to another. Using examples that anyone can relate to, Neuwirth walks you through the process. Your old refrigerator doesn't work as well as it used to—should you buy a new one right away or muddle through for a while? You're offered a great discount on a service you don't need at the moment but eventually will—buy the service now or wait?
With just a little math and some common sense, you can compare future costs and benefits with present costs and benefits and make “apples to apples” comparisons. This book will be indispensable for anyone who has ever had to figure out whether to stick with an awful job or follow his or her bliss, fix that old car or buy a new one, increase 401(k) contributions or keep the same take-home pay, and a thousand other decisions.
You often have to consider how a decision you make now will impact your future. Most of us just make our best guess. Peter Newwirth says there's a better way. He takes the idea of “present value,” developed by actuaries, and turns it into a practical and simple tool that anyone can use to evaluate possible future outcomes and make better decisions now.
Our Choice: Democracy or Corporate Rule
A handful of corporations and financial institutions command an ever-greater concentration of economic and political power in an assault against markets, democracy, and life. It's a “suicide economy,” says David Korten, that destroys the very foundations of its own existence.
The bestselling 1995 edition of When Corporations Rule the World helped launch a global resistance against corporate domination. In this twentieth-anniversary edition, Korten shares insights from his personal experience as a participant in the growing movement for a New Economy. A new introduction documents the further concentration of wealth and corporate power since 1995 and explores why our institutions resolutely resist even modest reform. A new conclusion chapter outlines high-leverage opportunities for breakthrough change.
A handful of corporations and financial institutions command an ever-greater concentration of economic and political power in an assault against markets, democracy, and life. It's a “suicide economy,” says David Korten, that destroys the very foundations of its own existence.
The bestselling 1995 edition of When Corporations Rule the World helped launch a global resistance against corporate domination. In this twentieth-anniversary edition, Korten shares insights from his personal experience as a participant in the growing movement for a New Economy. A new introduction documents the further concentration of wealth and corporate power since 1995 and explores why our institutions resolutely resist even modest reform. A new conclusion chapter outlines high-leverage opportunities for breakthrough change.
Our Choice: Democracy or Corporate Rule
A handful of corporations and financial institutions command an ever-greater concentration of economic and political power in an assault against markets, democracy, and life. It's a “suicide economy,” says David Korten, that destroys the very foundations of its own existence.
The bestselling 1995 edition of When Corporations Rule the World helped launch a global resistance against corporate domination. In this twentieth-anniversary edition, Korten shares insights from his personal experience as a participant in the growing movement for a New Economy. A new introduction documents the further concentration of wealth and corporate power since 1995 and explores why our institutions resolutely resist even modest reform. A new conclusion chapter outlines high-leverage opportunities for breakthrough change.
A handful of corporations and financial institutions command an ever-greater concentration of economic and political power in an assault against markets, democracy, and life. It's a “suicide economy,” says David Korten, that destroys the very foundations of its own existence.
The bestselling 1995 edition of When Corporations Rule the World helped launch a global resistance against corporate domination. In this twentieth-anniversary edition, Korten shares insights from his personal experience as a participant in the growing movement for a New Economy. A new introduction documents the further concentration of wealth and corporate power since 1995 and explores why our institutions resolutely resist even modest reform. A new conclusion chapter outlines high-leverage opportunities for breakthrough change.
The twentieth-anniversary edition of the book that helped launch the anticorporate movement examines how much corporate control has grown and the new challenges for those who work for a more economically equitable society.
When Corporations Rule the World has become a modern classic. Korten's warnings about the growing global power of multinational corporations seem prophetic today. The book has become a bible of the anticorporate movement.
Korten illuminates how the convergence of ideological, political, and technological forces has led to an ever-greater concentration of economic and political power in a handful of corporations and financial institutions, separating their interests from the human interest and leaving the market system blind to all but its own short-term financial gains. He documents the devastating human and environmental consequences of the successful efforts of corporations to reconstruct values and institutions everywhere to serve narrow financial ends. He explains why human survival depends on a community-based, life-centered alternative beyond the outmoded strictures of communism and capitalism and suggests specific steps to achieve it.
This twentieth-anniversary edition includes a new prologue and a new epilogue. The new prologue reflects on events since 1995 that relate to the expansion of corporate power, such as the growth of the global anticorporate movement, the global war on terror that began after 9/11, the financial crash of 2008, and more. The epilogue provides a look ahead at what is required for a future free of corporate domination.
When Corporations Rule the World has become a modern classic. Korten's warnings about the growing global power of multinational corporations seem prophetic today. The book has become a bible of the anticorporate movement.
Korten illuminates how the convergence of ideological, political, and technological forces has led to an ever-greater concentration of economic and political power in a handful of corporations and financial institutions, separating their interests from the human interest and leaving the market system blind to all but its own short-term financial gains. He documents the devastating human and environmental consequences of the successful efforts of corporations to reconstruct values and institutions everywhere to serve narrow financial ends. He explains why human survival depends on a community-based, life-centered alternative beyond the outmoded strictures of communism and capitalism and suggests specific steps to achieve it.
This twentieth-anniversary edition includes a new prologue and a new epilogue. The new prologue reflects on events since 1995 that relate to the expansion of corporate power, such as the growth of the global anticorporate movement, the global war on terror that began after 9/11, the financial crash of 2008, and more. The epilogue provides a look ahead at what is required for a future free of corporate domination.
When life disrupts work, leaders need to know what to do next. This practical guide shows leaders at organizations of every size, from small businesses to large corporations, how to support employees through hard moments while strengthening trust across the workplace.
This is the book to read before the crisis happens, so you can respond with confidence, care, and clarity when it does.
Life disruptions do not stay outside the workplace. Grief, illness, caregiving, divorce, infertility, and other major life events shape how people show up at work, yet most organizations still do not prepare leaders for these moments. Even caring managers can freeze, unsure what to say, how to help, or how to balance support with team needs.
The challenge is not whether a life disruption will affect your team. It is when. The leaders who build trust in difficult moments are the ones who prepare before those moments arrive.
Drawing on original PhD research, interviews with employees and leaders, and nearly two decades of experience advising employers on benefits and workplace strategy, Dr. Nataliya Boychenko Stone gives leaders a practical guide for responding with confidence and care. She shows readers how to
This practical framework helps managers, HR professionals, and organizational leaders navigate life's most challenging moments at work while strengthening trust, loyalty, and performance across their teams.
This is the book to read before the crisis happens, so you can respond with confidence, care, and clarity when it does.
Life disruptions do not stay outside the workplace. Grief, illness, caregiving, divorce, infertility, and other major life events shape how people show up at work, yet most organizations still do not prepare leaders for these moments. Even caring managers can freeze, unsure what to say, how to help, or how to balance support with team needs.
The challenge is not whether a life disruption will affect your team. It is when. The leaders who build trust in difficult moments are the ones who prepare before those moments arrive.
Drawing on original PhD research, interviews with employees and leaders, and nearly two decades of experience advising employers on benefits and workplace strategy, Dr. Nataliya Boychenko Stone gives leaders a practical guide for responding with confidence and care. She shows readers how to
- understand what support an employee actually needs,
- connect people with the right workplace resources,
- adjust work with clarity and flexibility,
- stay present after the first crisis moment, and
- support employees while maintaining accountability.
This practical framework helps managers, HR professionals, and organizational leaders navigate life's most challenging moments at work while strengthening trust, loyalty, and performance across their teams.
When life disrupts work, leaders need to know what to do next. This practical guide shows leaders at organizations of every size, from small businesses to large corporations, how to support employees through hard moments while strengthening trust across the workplace.
This is the book to read before the crisis happens, so you can respond with confidence, care, and clarity when it does.
Life disruptions do not stay outside the workplace. Grief, illness, caregiving, divorce, infertility, and other major life events shape how people show up at work, yet most organizations still do not prepare leaders for these moments. Even caring managers can freeze, unsure what to say, how to help, or how to balance support with team needs.
The challenge is not whether a life disruption will affect your team. It is when. The leaders who build trust in difficult moments are the ones who prepare before those moments arrive.
Drawing on original PhD research, interviews with employees and leaders, and nearly two decades of experience advising employers on benefits and workplace strategy, Dr. Nataliya Boychenko Stone gives leaders a practical guide for responding with confidence and care. She shows readers how to
This practical framework helps managers, HR professionals, and organizational leaders navigate life's most challenging moments at work while strengthening trust, loyalty, and performance across their teams.
This is the book to read before the crisis happens, so you can respond with confidence, care, and clarity when it does.
Life disruptions do not stay outside the workplace. Grief, illness, caregiving, divorce, infertility, and other major life events shape how people show up at work, yet most organizations still do not prepare leaders for these moments. Even caring managers can freeze, unsure what to say, how to help, or how to balance support with team needs.
The challenge is not whether a life disruption will affect your team. It is when. The leaders who build trust in difficult moments are the ones who prepare before those moments arrive.
Drawing on original PhD research, interviews with employees and leaders, and nearly two decades of experience advising employers on benefits and workplace strategy, Dr. Nataliya Boychenko Stone gives leaders a practical guide for responding with confidence and care. She shows readers how to
- understand what support an employee actually needs,
- connect people with the right workplace resources,
- adjust work with clarity and flexibility,
- stay present after the first crisis moment, and
- support employees while maintaining accountability.
This practical framework helps managers, HR professionals, and organizational leaders navigate life's most challenging moments at work while strengthening trust, loyalty, and performance across their teams.
When life disrupts work, leaders need to know what to do next. This practical guide shows leaders at organizations of every size, from small businesses to large corporations, how to support employees through hard moments while strengthening trust across the workplace.
This is the book to read before the crisis happens, so you can respond with confidence, care, and clarity when it does.
Life disruptions do not stay outside the workplace. Grief, illness, caregiving, divorce, infertility, and other major life events shape how people show up at work, yet most organizations still do not prepare leaders for these moments. Even caring managers can freeze, unsure what to say, how to help, or how to balance support with team needs.
The challenge is not whether a life disruption will affect your team. It is when. The leaders who build trust in difficult moments are the ones who prepare before those moments arrive.
Drawing on original PhD research, interviews with employees and leaders, and nearly two decades of experience advising employers on benefits and workplace strategy, Dr. Nataliya Boychenko Stone gives leaders a practical guide for responding with confidence and care. She shows readers how to
This practical framework helps managers, HR professionals, and organizational leaders navigate life's most challenging moments at work while strengthening trust, loyalty, and performance across their teams.
This is the book to read before the crisis happens, so you can respond with confidence, care, and clarity when it does.
Life disruptions do not stay outside the workplace. Grief, illness, caregiving, divorce, infertility, and other major life events shape how people show up at work, yet most organizations still do not prepare leaders for these moments. Even caring managers can freeze, unsure what to say, how to help, or how to balance support with team needs.
The challenge is not whether a life disruption will affect your team. It is when. The leaders who build trust in difficult moments are the ones who prepare before those moments arrive.
Drawing on original PhD research, interviews with employees and leaders, and nearly two decades of experience advising employers on benefits and workplace strategy, Dr. Nataliya Boychenko Stone gives leaders a practical guide for responding with confidence and care. She shows readers how to
- understand what support an employee actually needs,
- connect people with the right workplace resources,
- adjust work with clarity and flexibility,
- stay present after the first crisis moment, and
- support employees while maintaining accountability.
This practical framework helps managers, HR professionals, and organizational leaders navigate life's most challenging moments at work while strengthening trust, loyalty, and performance across their teams.
Special-interest money is destroying our democratic process. But now that the Citizens United decision has thrown out campaign spending limits as abridgments of free speech, Americans want to know what they can do about it. Derek Cressman gives us the tools, both intellectual and tactical, to fight back.
There's nothing inherently unconstitutional in limiting the amount of speech, Cressman insists. We do it all the time—for example, cities control when and where demonstrations can take place or how long people can speak at council meetings. Moreover, he argues that while you choose to patronize Fox News, MSNBC, the New York Times, or the Wall Street Journal, political advertising is forced upon you. It's not really free speech at all—it's paid speech. It's not at all what the Founders had in mind when they wrote the First Amendment.
Cressman examines how courts have foiled attempts to limit campaign spending, details what a constitutional amendment limiting paid speech should say, and reveals an overlooked political tool concerned citizens can use to help gain the amendment's passage. Seven times before in our history we have approved constitutional amendments to overturn wrongheaded rulings by the Supreme Court—there's no reason we can't do it again.
There's nothing inherently unconstitutional in limiting the amount of speech, Cressman insists. We do it all the time—for example, cities control when and where demonstrations can take place or how long people can speak at council meetings. Moreover, he argues that while you choose to patronize Fox News, MSNBC, the New York Times, or the Wall Street Journal, political advertising is forced upon you. It's not really free speech at all—it's paid speech. It's not at all what the Founders had in mind when they wrote the First Amendment.
Cressman examines how courts have foiled attempts to limit campaign spending, details what a constitutional amendment limiting paid speech should say, and reveals an overlooked political tool concerned citizens can use to help gain the amendment's passage. Seven times before in our history we have approved constitutional amendments to overturn wrongheaded rulings by the Supreme Court—there's no reason we can't do it again.
Special-interest money is destroying our democratic process. But now that the Citizens United decision has thrown out campaign spending limits as abridgments of free speech, Americans want to know what they can do about it. Derek Cressman gives us the tools, both intellectual and tactical, to fight back.
There's nothing inherently unconstitutional in limiting the amount of speech, Cressman insists. We do it all the time—for example, cities control when and where demonstrations can take place or how long people can speak at council meetings. Moreover, he argues that while you choose to patronize Fox News, MSNBC, the New York Times, or the Wall Street Journal, political advertising is forced upon you. It's not really free speech at all—it's paid speech. It's not at all what the Founders had in mind when they wrote the First Amendment.
Cressman examines how courts have foiled attempts to limit campaign spending, details what a constitutional amendment limiting paid speech should say, and reveals an overlooked political tool concerned citizens can use to help gain the amendment's passage. Seven times before in our history we have approved constitutional amendments to overturn wrongheaded rulings by the Supreme Court—there's no reason we can't do it again.
There's nothing inherently unconstitutional in limiting the amount of speech, Cressman insists. We do it all the time—for example, cities control when and where demonstrations can take place or how long people can speak at council meetings. Moreover, he argues that while you choose to patronize Fox News, MSNBC, the New York Times, or the Wall Street Journal, political advertising is forced upon you. It's not really free speech at all—it's paid speech. It's not at all what the Founders had in mind when they wrote the First Amendment.
Cressman examines how courts have foiled attempts to limit campaign spending, details what a constitutional amendment limiting paid speech should say, and reveals an overlooked political tool concerned citizens can use to help gain the amendment's passage. Seven times before in our history we have approved constitutional amendments to overturn wrongheaded rulings by the Supreme Court—there's no reason we can't do it again.
We're no longer conducting elections, we're holding auctions. Longtime activist and former political candidate Derek Cressman shows how we can return free speech to the people, not the biggest bankroll.
Now that the Supreme Court has equated money with speech and thrown out campaign spending limits, Americans want to know what they can do about it. Derek Cressman gives them the tools, both ideological and tactical, to fight back.
Cressman points out that there's nothing inherently unconstitutional in limiting speech. We do it all the time-for example, cities control when and where demonstrations can take place, or how long people can speak at council meetings. More importantly, he argues that while you choose to patronize Fox News, MSNBC, The New York Times, or the Wall Street Journal when they exercise their free speech rights, political advertising is forced upon you. It's paid speech-not at all what the Founders had in mind when they wrote the First Amendment.
Cressman looks at why attempts to limit paid political speech have failed so far, what a constitutional amendment limiting paid speech should say, and explains how citizens can use an overlooked political tool to help gain its passage. Seven times in our history we've passed constitutional amendments to overturn wrongheaded rulings by the Court-there's no reason we can't do it again.
Now that the Supreme Court has equated money with speech and thrown out campaign spending limits, Americans want to know what they can do about it. Derek Cressman gives them the tools, both ideological and tactical, to fight back.
Cressman points out that there's nothing inherently unconstitutional in limiting speech. We do it all the time-for example, cities control when and where demonstrations can take place, or how long people can speak at council meetings. More importantly, he argues that while you choose to patronize Fox News, MSNBC, The New York Times, or the Wall Street Journal when they exercise their free speech rights, political advertising is forced upon you. It's paid speech-not at all what the Founders had in mind when they wrote the First Amendment.
Cressman looks at why attempts to limit paid political speech have failed so far, what a constitutional amendment limiting paid speech should say, and explains how citizens can use an overlooked political tool to help gain its passage. Seven times in our history we've passed constitutional amendments to overturn wrongheaded rulings by the Court-there's no reason we can't do it again.
