“Spend the day in bed” with Autobiography by Morrissey, whose new album Low in High School is out November 17th Steven Patrick Morrissey was born in Manchester on May 22nd 1959. Singer-songwriter and co-founder of the Smiths (1982–1987), Morrissey has been a solo artist for twenty-six years, during which time he has had three number 1 albums in England in three different decades. Achieving eleven Top 10 albums (plus nine with the Smiths), his songs have been recorded by David Bowie, Nancy Sinatra, Marianne Faithfull, Chrissie Hynde, Thelma Houston, My Chemical Romance and Christy Moore, amongst others. An animal protectionist, in 2006 Morrissey was voted the second greatest living British icon by viewers of the BBC, losing out to Sir David Attenborough. In 2007 Morrissey was voted the greatest northern male, past or present, in a nationwide newspaper poll. In 2012, Morrissey was awarded the Keys to the City of Tel-Aviv. It has been said “Most pop stars have to be dead before they reach the iconic status that Morrissey has reached in his lifetime.”

New York Times bestselling author Cathy Maxwell’s delicious Logical Man’s Guide to Dangerous Women series continues with this provocative romance between a reprobate earl and a sensible spinster who agree to marry under scandalous circumstances. Perfect for fans of Sophie Jordan and Sabrina Jeffries. Lesson #1: A man, even titled and handsome, cannot be careless forever. The Earl of Marsden—better known as Mars to all—has lived his life by his own rules…until he is presented with a very big problem in a very tiny package—a baby girl, his daughter cast off by his ex-mistress. Mars won’t let his child be cast adrift, except he doesn’t know the first thing about babies. Panicking, he turns to a woman for help. Not just any woman, but Clarissa Taylor, village spinster, matron-in-training, and Mars’s greatest critic. Still, who better to tend a motherless child than a woman who was abandoned as a babe herself? Lesson #2: Life always plays the upper hand—especially when it comes to love. Clarissa desperately wishes to not to be beholden to anyone. She has spent a lifetime being pitied by the village. Her plan is simple—to use what the intolerable earl will pay her to become her own woman. It all sounds so straightforward until the threat of scandal sends her and the one man she can’t abide toward . . . marriage? Mars and Clarissa are about to learn the greatest lesson of all—that sparks always fly when the iron is hot.

NEW YORK TIMES BESTSELLER • “A fascinating look at how consumers perceive logos, ads, commercials, brands, and products.”—Time How much do we know about why we buy? What truly influences our decisions in today’s message-cluttered world? In Buyology, Martin Lindstrom presents the astonishing findings from his groundbreaking three-year, seven-million-dollar neuromarketing study—a cutting-edge experiment that peered inside the brains of 2,000 volunteers from all around the world as they encountered various ads, logos, commercials, brands, and products. His startling results shatter much of what we have long believed about what captures our interest—and drives us to buy. Among the questions he explores: • Does sex actually sell? • Does subliminal advertising still surround us? • Can “cool” brands trigger our mating instincts? • Can our other senses—smell, touch, and sound—be aroused when we see a product? Buyology is a fascinating and shocking journey into the mind of today's consumer that will captivate anyone who's been seduced—or turned off—by marketers' relentless attempts to win our loyalty, our money, and our minds.

I can think of no finer way to enrich a person's life than to stimulate him to a greater use of his creative talents. The ability to be creative, in which the techniques of "brain-storming" play such an important part, is largely a state of mind. It is a state of mind that we all can cultivate. As a business manager, I have been especially interested in stimulating ideas for two reasons: to benefit the business itself and to help the people who work in that business. In our organization we have had quite a bit of experience with this subject. And I can say that these techniques not only work on specific problems. They also help to broaden a person's outlook on life, to open his whole personality to the "idea concept" and to encourage a constant, fresh eagerness about all the problems of daily living. Although my comments are being made from a businessman's point of view, I think it is evident that they apply quite generally to all people. Any company or organization that makes and sells products in competition will prosper only as it develops new ideas. This is basic to growth and improvement. To fulfill this objective, the organization must have creative people on all its important areas, such as engineering, manufacturing, sales, and personnel. And it must have good management in seeing that the best results are obtained from those creative people in all those areas. Yet, whether one's business is large or small, there are some dilemmas in which the manager finds himself. For instance, a very small business, desiring to grow, may find the problem of developing new ideas a difficult and expensive one. Therefore, the need to avoid the failure of working on the wrong idea is vital. The manager of a large organization is also in a difficult spot. To him, spending money on a poor idea is not so serious because his resources are larger. However, because of this, there is less appreciation of the cost of development. Consequently the controls that he must employ can create an atmosphere that hampers idea men and their productiveness. Thus there are the dual problems of creativity and good management. Creative ability is most frequently the opposite of good judgment. Creative ability includes the tendency to experiment with novel ideas that might be unsound. It includes a good deal of the gambler's spirit where the individual "sticks his neck out" and tries something new, perhaps even "wild" or "crazy." Therefore, by its very nature, creative ability is on the opposite end of the scale from good judgment. In other words, if we were to draw a line to represent the various degrees of creative ability and sound judgment, we would put great creativity at one end and sound judgment at the other. The better manager, when rated along this line, would be much closer to the good judgment end than to the creativity end. So we immediately see that a "good manager" may automatically constitute a barrier to an atmosphere that fosters creativity. Consequently, this is a real challenge to business leaders: how to combine a flow of creative new ideas with sound evaluation. Business, just as art, needs a climate of open-mindedness, and should not be wary of non-conformists who continually pose ideas that run contrary to our orthodox thinking.