The first in a series of books by Zingerman's co-founding partner Ari Weinzweig examines the basic building blocks of the culture and structure we know now as Zingerman's. These approaches are applicable whether you're running a law office, a library, a restaurant, a record label, a software firm, or an organic farm. They are the behind-the-scenes "secret" stuff that goes into making a very special, sustainable business of any kind. Inc. Magazine calls it one of the Best Books for Business Owners.

Part 3 continues to share the "secrets" that have helped take Zingerman's from a 25-seat, 4-person start up to a nationally known, $49,000,000-organization employing over 600 people. It includes Secrets #30-39 and will explore our belief that some of the most important work we do to build great organizations and lead rewarding lives is the work we need to do within ourselves. The book includes essays on our approach to managing ourselves, mindfulness, leadership at the four levels of organizational growth, personal visioning, why the way the leader thinks will be manifested in the way the organization runs, creating a creative organization, and more.

Part 3 continues to share the "secrets" that have helped take Zingerman's from a 25-seat, 4-person start up to a nationally known, $49,000,000-organization employing over 600 people. It includes Secrets #30-39 and will explore our belief that some of the most important work we do to build great organizations and lead rewarding lives is the work we need to do within ourselves. The book includes essays on our approach to managing ourselves, mindfulness, leadership at the four levels of organizational growth, personal visioning, why the way the leader thinks will be manifested in the way the organization runs, creating a creative organization, and more.

Ari’s new book is the culmination of a lifetime of learning and thirty four years in business, the last three of which have been spent intensively studying, reflecting on, and writing about the critical role of beliefs in the businesses and organizations of which we’re a part. The fruits of that labor are now available in this new 600-page book. We could tell you more about what's in the book but we think John U. Bacon, author of the New York Times' bestseller, Endzone: The Rise, Fall and Return of Michigan Football, said it better than we ever could! “Some business leaders know practice. Some know theory. Ari Weinzweig is one of the few who knows both. He has built a famously successful organization, while giving it more thought than do the business gurus who merely philosophize about such things. The insights Ari shares here are both deeply perceptive and highly practical, from the ideas of Howard Zinn, Viktor Frankl and Anais Nin on one page, to the importance of learning your employees’ names on the next. Like its author, this book is uncommonly smart, helpful, and just plain fun.”

A radical anthropologist studies the global justice movement.

Entrepreneurial phenomenon Ari Weinzweig, co-founder of the much-loved Zingerman's Deli, shares the secrets to providing world-class customer service. Zingerman's in Ann Arbor, Michigan, is a beloved deli with some of the most loyal clientele around. It has been praised for its products and service in media outlets far and wide, including the New York Times, Men's Journal, Inc. Magazine, Esquire, Atlantic Monthly, USA Today, and Fast Company. And what started out as a small deli has grown to a flourishing restaurant, catering service, bakery, mail-order operation, creamery, and training business. Booming business and loyal customers are proof enough that the Zingerman's team knows a thing or two about customer service. Now in Zingerman's Guide to Giving Great Service, co-founder Ari Weinzweig shares the unique Zingerman method of treating customers, giving the reader step-by-step instructions on what to teach staff, how to train them, how to implement the training, how to measure their success, and finally, how to reward performance. Some of Zingerman's time-tested principles: Customers who get a great product but poor service won't be as loyal as those who are disappointed with a product but get great service. You'll get more complaints if people believe you care enough to listen to them. And that's a good thing. Employees who are rewarded, respected, and well cared for treat customers the same way.

The political writings of the French poststructuralists have eluded articulation in the broader framework of general political philosophy primarily because of the pervasive tendency to define politics along a single parameter: the balance between state power and individual rights in liberalism and the focus on economic justice as a goal in Marxism. What poststructuralists like Michel Foucault, Gilles Deleuze, and Jean-François Lyotard offer instead is a political philosophy that can be called tactical: it emphasizes that power emerges from many different sources and operates along many different registers. This approach has roots in traditional anarchist thought, which sees the social and political field as a network of intertwined practices with overlapping political effects. The poststructuralist approach, however, eschews two questionable assumptions of anarchism, that human beings have an (essentially benign) essence and that power is always repressive, never productive. After positioning poststructuralist political thought against the background of Marxism and the traditional anarchism of Bakunin, Kropotkin, and Proudhon, Todd May shows what a tactical political philosophy like anarchism looks like shorn of its humanist commitments—namely, a poststructuralist anarchism. The book concludes with a defense, contra Habermas and Critical Theory, of poststructuralist political thought as having a metaethical structure allowing for positive ethical commitments.