Are you a founder thinking, ''This used to be fun!''?

Are you stuck, thinking ''where to from here''? Are you overwhelmed and exhausted from trying to do it all, yet unsure of what you should (and shouldn''t) be doing?

It''s time to enjoy this adventure again. You can be the best founder as leader to your team by shifting from doer to leader, and from operations to strategy.

This essential book examines the importance of learning to let go. It matters for you, your team and your business.

This book will help you to:

•        step away from the day-to-day and step up as a strategic leader

•        set boundaries, identify the work you should do, and let go of what you shouldn''t

•        re-establish your reputation, internally and externally

•        build the best relationships and team to support you and your business.

Becoming a caregiver is increasingly an inevitable experience for many people and, therefore, a likely life transition. Drawing on research and personal experiences of working with family caregivers, this book examines a range of family caregiving situations from across the life course. It seeks to capture the dynamics of caregiving in a number of common situations: caregiving during infancy, for adults who acquire a disability through accidents or illness, for older people with age-related issues, and caregiving by children and adolescent carers and grandparent carers. In drawing attention to key moments of vulnerability faced by family and informal caregivers, and by suggesting how to assist ‘reconnection’ at these moments, the book provides a guide for those working in the area of health, disability and care.

Informal care is conceptualised as occurring with the context of personal interrelationships, these being nested within wider kin networks and linked with wider professional formal care networks.  Informal care is seen both as an expression of social capital and as an activity that builds social capital.  It is an indicator of resources of mutual support within social networks, and it has the effect of adding to the stock of social resources.  The book makes a case, therefore, for facilitating the development of social capital by strengthening the capacity of informal caregivers and caregiver groups, and by improving the linkages with formal care organisations.

Are you a founder thinking, ''This used to be fun!''?

Are you stuck, thinking ''where to from here''? Are you overwhelmed and exhausted from trying to do it all, yet unsure of what you should (and shouldn''t) be doing?

It''s time to enjoy this adventure again. You can be the best founder as leader to your team by shifting from doer to leader, and from operations to strategy.

This essential book examines the importance of learning to let go. It matters for you, your team and your business.

This book will help you to:

•        step away from the day-to-day and step up as a strategic leader

•        set boundaries, identify the work you should do, and let go of what you shouldn''t

•        re-establish your reputation, internally and externally

•        build the best relationships and team to support you and your business.

Becoming a caregiver is increasingly an inevitable experience for many people and, therefore, a likely life transition. Drawing on research and personal experiences of working with family caregivers, this book examines a range of family caregiving situations from across the life course. It seeks to capture the dynamics of caregiving in a number of common situations: caregiving during infancy, for adults who acquire a disability through accidents or illness, for older people with age-related issues, and caregiving by children and adolescent carers and grandparent carers. In drawing attention to key moments of vulnerability faced by family and informal caregivers, and by suggesting how to assist ‘reconnection’ at these moments, the book provides a guide for those working in the area of health, disability and care.

Informal care is conceptualised as occurring with the context of personal interrelationships, these being nested within wider kin networks and linked with wider professional formal care networks.  Informal care is seen both as an expression of social capital and as an activity that builds social capital.  It is an indicator of resources of mutual support within social networks, and it has the effect of adding to the stock of social resources.  The book makes a case, therefore, for facilitating the development of social capital by strengthening the capacity of informal caregivers and caregiver groups, and by improving the linkages with formal care organisations.