Richter Publishing is excited to announce one of our newest releases, Striking Eight Bells: A Vietnam Memoir, by George Trowbridge.
In Striking Eight Bells, George Trowbridge recounts his journey from the Midwest to a warship in the Gulf of Tonkin during the closing months of the Vietnam War. Choosing to enlist in the Navy at 19, versus being drafted into the military, Trowbridge left a wife and newborn son in the States as he traversed the oceans of the globe to fight in America’s most unpopular war. George shares the details of the living conditions on board a naval destroyer during this era, what it was like going through training, the grind for his ship’s crew in supporting ground forces with naval gunfire, as well as the strike attacks his ship made on enemy coastal defenses, and finally coming home at the end of the war. This emotional story is not only historically focused, but it also is informative about life in the military, all filtered through the personal lens of a firsthand perspective.
To get your copy of Striking Eight Bells, click here!
Most leaders recognize the impact a culture of engagement and ownership has on their bottom-line performance; yet in most cases the creation of such a culture remains shrouded in mystery. In simple, easy to follow language, “Culture in 4D” pulls the curtain back on the mystery behind the design and development of a strong team culture. Combining research, real-life stories, and solutions born out of experience, the Culture Architect, Tony Moore, provides leaders with the blueprint for embedding values and setting expectations, resulting in clearly defined Rules of Engagement. Much like he does in his presentations, Tony transforms abstract concepts into concrete, tangible, actionable steps. “Culture in 4D” empowers readers to take control of the work experience by engaging employees in a process where they Dream, Design, Develop, and Defend the desired culture. The result of this process brings individual and collective ownership for both culture and business outcomes to the forefront, making the need to “hold the team accountable” a thing of the past.
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