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Terry Galloway

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  • Forecasting Tomorrow: The Future of Safety Excellence | Shawn M. Galloway,Terry L. Mathis

    Forecasting Tomorrow: The Future of Safety Excellence

    • UNABRIDGED (2 hrs and 45 mins)
    • By Shawn M. Galloway, Terry L. Mathis
    • Narrated By Neil Leifert
    Overall
    (6)
    Performance
    (5)
    Story
    (5)

    The marketplace and allocation of internal resources are both increasingly competitive. Safety strategies of the future must align with evolving business goals. Will your company's safety efforts keep up with the demands of the future? Emerging trends are becoming increasing visible regarding how safety is viewed, thought of, strategically managed, and how progress is measured. Moreover, the cast of characters, the roles they play, and accountability for responsibilities are evolving, all for the better.

  • Mean Little Deaf Queer: A Memoir | Terry Galloway

    Mean Little Deaf Queer: A Memoir

    • UNABRIDGED (8 hrs and 17 mins)
    • By Terry Galloway
    • Narrated By Elizabeth Hess
    • Whispersync for Voice-ready
    Overall
    (24)
    Performance
    (23)
    Story
    (24)

    In 1959, the year Terry Galloway turned nine, the voices of everyone she loved began to disappear. No one yet knew that an experimental antibiotic given to her mother had wreaked havoc on her fetal nervous system, eventually causing her to go deaf. As a self-proclaimed "child freak," she acted out her fury with her boxy hearing aids and Coke-bottle glasses by faking her own drowning at a camp for crippled children

    Christine says: "Loved the first half"
  • Inside Strategy: Value Creation from Within Your Organization | Shawn M. Galloway,Terry L. Mathis

    Inside Strategy: Value Creation from Within Your Organization

    • UNABRIDGED (4 hrs and 36 mins)
    • By Shawn M. Galloway, Terry L. Mathis
    • Narrated By Charles Braden
    • Whispersync for Voice-ready
    Overall
    (1)
    Performance
    (0)
    Story
    (0)

    Ever since strategy gained currency as an organizational concept in the 1960s, there's been confusion about how to define it. Strategy isn't a detailed plan of action. Nor is it a corporate vision or an objective or a mission statement. Strategy is not what to think. It's how to think. Most books on strategy focus on external strategy: competition with rivals in business or overcoming the enemy on the battlefield. This book is different.

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