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 TIME

M A N AG E M E N T
Other titles in the Brian Tracy Success Library published by Manjul

1. Business Strategy

2. Creativity & Problem Solving

3. Delegation & Supervision

4. Hiring & Firing

5. Leadership

6. Management

7. Marketing

8. Meetings that Get Results

9. Motivation

10. Negotiation

11. Personal Success

12. Sales Management

13. Sales Success

 TIME

M A N AG E M E N T

B R I A N T R AC Y

Manjul Publishing House

 First published in India by

Manjul Publishing House

• 7/32, Ansari Road, Daryaganj, New Delhi 110 002

Website: www.manjulindia.com

Registered Office:

10, Nishat Colony, Bhopal 462 003 – India

Time Management.

Copyright © 2013 Brian Tracy

Originally published by AMACOM, a division of the American

Management Association, International, New York. All rights reserved.

This edition first published in India in 2018

ISBN 978-93-87383-00-5

This edition is authorised for sale only in the Indian Subcontinent.

This publication is designed to provide accurate information in regards to the subject matter

covered. It is sold with the understanding that the publisher is not engaged in rendering

legal, accounting, or other professional service. If legal advice or any other expert

assistance is required, the services of a competent professional person should be sought.

All rights reserved. No part of this publication may be reproduced, stored in or introduced

into a retrieval system, or transmitted, in any form, or by any means (electronic,

mechanical, photocopying, recording or otherwise) without the prior written permission of

the publisher. Any person who does any unauthorized act in relation to this publication may

be liable to criminal prosecution and civil claims for damages.

 C O N T E N T S

Introduction

1 The Psychology of Time Management

2 Determine Your Values

3 Think About Your Vision and Mission

4 Project Forward, Look Backward

5 Make Written Plans

6 Chart Your Projects

7 Create Your Daily “To-Do” List

8 Set Clear Priorities

9 Stay on Track

10 Determine Your Key Result Areas

11 Delegate to Others

12 Concentrate Single-Mindedly

13 Overcome Procrastination

14 Create Blocks of Time

15 Control Interruptions

16 Batch Your Tasks

17 Manage the Telephone

18 Conduct Effective Meetings

19 Read Faster, Remember More

20 Invest in Personal Development

21 Organize Your Work Space

Conclusion

About the Author

Introduction

YOUR ABILITY TO manage your time, as much as any other practice in your

career as an executive, will determine your success or failure. Time is the

one indispensable and irreplaceable resource of accomplishment. It is your

most precious asset. It cannot be saved, nor can it be recovered once lost.

Everything you have to do requires time, and the better you use your time,

the more you will accomplish, and the greater will be your rewards.

Time management is essential for maximum health and personal

effectiveness. The degree to which you feel in control of your time and your

life is a major determinant of your level of inner peace, harmony, and mental

well-being. A feeling of being “out of control” of your time is the major

source of stress, anxiety, and depression. The better you can organize and

control the critical events of your life, the better you will feel, moment to

moment, the more energy you will have, the better you will sleep, and the

more you will get done.

It is possible for you to gain two productive hours each working day, or

even double your output and your productivity, by using the ideas and

methods taught in this book. These techniques have proven successful for

many thousands of executives in every field of endeavor, and they will prove

successful for you, too, as long as you have what I call the four Ds.
The Four Ds of Effectiveness

The first D is desire: You must have an intense, burning desire to get your

time under control and to achieve maximum effectiveness.

The second D is decisiveness: You must make a clear decision that you

are going to practice good time management techniques until they become a

habit.

The third D stands for determination: You must be willing to persist in

the face of all temptations to the contrary until you have become an effective

time manager. Your desire will reinforce your determination.

And finally, the most important key to success in life, the fourth D, is

discipline: You must discipline yourself to make time management a

lifelong practice. Effective discipline is the willingness to force yourself to

pay the price, and to do what you know you should do, when you should do

it, whether you feel like it or not. This is critical for success.

The payoff for becoming an excellent time manager is huge. It is the

outwardly identifiable quality of a high performer vs. a low performer. All

winners in life use their time well. All poor performers in life use their time

poorly. One of the most important rules for success is simply to “form good

habits and make them your masters.” In this book, you will learn how to

form good habits and then let them form you.

What you will learn in this book are the twenty-one most important

solutions to effective time management that almost all highly productive

people have discovered and incorporated into their lives.

Remember that time management is really life management. Good time

management and personal productivity begins by valuing your life, and

every minute of that life.

Do What You Can, with What You Have, Right Where

You Are

You should say to yourself, “My life is precious and important, and I value

every single minute and hour of it. I am going to use those hours properly so

that I accomplish the most I can, in the time that I have.”

The good news is that time management is a business skill, and all

business skills are learnable. Time management is like riding a bicycle,

typing on a keyboard, or playing a sport. It is made up of a series of

methods, strategies, and techniques. It is a skill set that you can learn,

practice, and master with determination and repetition.

O N E

The Psychology of Time

Management

HOW YOU THINK and feel about yourself largely determines the quality of

your life, and the emotional core of your personality is your self-esteem,

defined as “how much you like yourself.”

Your self-esteem is largely determined by the way you use your life and

time in the development of your full potential. Your self-esteem increases

when you are working efficiently, and your self-esteem goes down when you

are not.

The flip side of the coin of self-esteem is called “self-efficacy,” defined

as the degree to which you feel you are competent, capable, and productive,

able to solve your problems, do your work, and achieve your goals.

The more competent, capable, and productive you feel, the higher your

self-esteem. The higher your self-esteem, the more productive and capable

you will be. Each one supports and reinforces the other.

People who manage their time well feel positive, confident, and in

charge of their lives.

The Law of Control

The psychology of time management is based on a simple principle called

the Law of Control. This law says that you feel good about yourself to the

degree to which you feel you are in control of your own life. This law also

says that you feel negative about yourself to the degree to which you feel that

you are not in control of your own life or work.

Psychologists refer to the difference between an internal locus of

control, where you feel that you are the master of your own destiny, and an

external locus of control, where you feel that you are controlled by

circumstances outside yourself.

When you have an external locus of control, you feel that you are

controlled by your boss and your bills, and by the pressure of your work and

responsibilities. You feel that you have too much to do in too little time, and

that you are not really in charge of your time and your life. Most of what

you are doing, hour after hour, is reacting and responding to external events.

There is a big difference between action that is self-determined and

goal-directed and reaction, which is an immediate response to external

pressure. It’s the difference between feeling positive and in control of your

life and feeling negative, stressed, and pressured. To perform at your best,

you must have a strong feeling of control in the important areas of your

business and personal life.

Your Thoughts and Feelings

In psychological terms, each person has a self-concept, an internal master

program that regulates his behavior in every important area of life. People

with a high self-concept regarding time management see themselves and

think about themselves as being well organized and productive. They are

very much in charge of their lives and their work.

Your self-concept is made up of all of your ideas, pictures, images, and

especially your beliefs about yourself, especially regarding the way you

manage your time. Some people believe themselves to be extremely well

organized and efficient. Others feel continuously overwhelmed by demands

of other people and circumstances.

Beliefs Become Realities

What are your beliefs about yourself and your ability to manage your own

time? Do you see yourself and think about yourself as a highly efficient and

effective time manager? Do you believe you are highly productive and in

complete control of your life and your work? Whatever your belief, if you

think of yourself as an excellent time manager, you will naturally do those

things that are consistent with that belief.

Because your self-concept causes you to continually strive for

consistency between the person you see yourself as, on the inside, and the

way you perform on the outside, if you believe you manage your time well,

you will be a good time manager.

You can take all of the courses on time management, read all the books,

and practice the various systems, but if you perceive yourself as being a

poor time manager, nothing will help. If you have developed the habit of

being late for meetings and appointments, or you believe that you are a

disorganized person, those habits become your automatic behavior. If you

do not change your beliefs about your personal levels of effectiveness and

efficiency, your ability to manage your time will not change, either.
Make a Decision

How do you develop new, positive beliefs about yourself and your level of

personal productivity? Fortunately, it is not difficult. You simply use the four

Ds: desire, decisiveness, determination, and discipline. Most important,

make a decision to develop a specific time management habit, like being

early for every meeting for the foreseeable future. Every change in your life

comes about when you make a clear, unequivocal decision to do something

differently. Making the decision to become an excellent time manager is the

first major step.

Program Your Mind

Once you have made the decision to become a highly productive person,

there are a series of personal programming techniques that you can practice.

The first is to change your inner dialogue. Ninety-five percent of your

emotions, and your eventual actions, are determined by the way that you

talk to yourself most of the time. Repeat to yourself, “I am well organized

and highly productive.” Whenever you feel overwhelmed with too much

work, take a time-out and say to yourself, “I am well organized and highly

productive.”

Affirm over and over to yourself that “I am an excellent time manager.”

If people ask you about your time usage, tell them “I am an excellent time

manager.”

Whenever you say that “I am well organized,” your subconscious

accepts these words as a command and begins to motivate and drive you

toward actually becoming well organized in your behaviors.

Visualize Yourself as You Want to Be

The second way to transform your behaviors is to visualize yourself as an

excellent time manager. See yourself as organized, efficient, and in control

of your life. Remember, the person you “see” on the inside is the person you

will “be” on the outside.

If you are already a well-organized and highly productive person, how

would you behave differently? What would be different from the way you

behave today? Create a picture of yourself as calm, confident, highly

efficient, more relaxed, and able to complete large amounts of work in a

short period of time.

Imagine what a highly productive person would look like. Would the

person’s desk be clear and tidy? Would the person appear unhurried and

unstressed? Create a clear mental picture of yourself as a person who is in

control of his time and life.

Act “As If”

The third way to program yourself is to act “as if” you were already a good

time manager. Think of yourself as being well organized in everything you

do. If you were already excellent in time management, how would you

behave? What would you be doing differently? With regard to your time and

personal productivity, what would be different from the way you do things

now?

Interestingly enough, even if you do not think that you are a good time

manager today, but nonetheless you pretend that you already are, these

actions will generate a feeling of personal efficiency. You can actually

change your actions, habits, and behavior when you “fake it until you make

it.”
T WO

Determine Your Values

SINCE TIME MANAGEMENT is really life management, improving your

personal productivity begins with an examination of your values. One of

Murphy’s Laws says that before you do anything, you have to do something

else first. It’s not possible to manage your time properly unless you know

exactly what your values are.

Good time management requires that you bring your control over a

sequence of events into harmony with what is most important to you. If it is

not important to you, then you will never feel motivated and determined to

get control of your time.

Ask yourself this: “Why am I doing what I am doing?” Why do you get

up in the morning? Why do you do the job you do? What is your reason for

working where you work?

Meaning and Purpose

Each person has a deep need for meaning and purpose in life. One of the

major reasons for personal stress and unhappiness is the feeling that what

you are doing has no meaning and purpose as it applies to you and your

innermost values and convictions. You must always start off by asking the

question “Why?”

You can become more efficient with time management techniques, but it

won’t do you any good if you just become more efficient at doing something

that is meaningless to you. Greater efficiency will simply increase your

sense of alienation, frustration, and anxiety.

What Do You Value Most?

The next question you need to ask is, “What do you value most in life?”

What do you really care about and stand for? What will you not stand for?

You will only feel really happy, valuable, and worthwhile to the degree

to which your day-to-day activities are in harmony with your values. Almost

all stress, tension, anxiety, and frustration, both in life and in work, comes

from doing one thing while you believe and value something completely

different.

There are many reports about executives experiencing burnout as the

result of the stress of their work. But people who love what they are doing,

and put their whole heart into their work because it is a reflection of their

values, seldom experience stress or burnout of any kind. When you are

living consistent with your values, you seem to experience a continuous flow

of energy, enthusiasm, and creativity. Stress comes from working at things

that are not consistent with your highest values.

Examine your values, your innermost beliefs and convictions, and ask

yourself what changes you could make to bring your activities, on the

outside, and your life priorities, on the inside, more into alignment with

each other.
You Are Extraordinary

Realize and accept that you are a unique and wonderful person. Your values

have grown and evolved over the course of your entire lifetime. They have

emerged as the result of countless influences and experiences. They are part

of your psychological and emotional DNA. They are part of your character

and personality. They seldom change over time. Your job is to determine

what your innermost values really are, and then to organize your life so that

you are living and working consistent with those values.

Analyze Yourself

Here are four sentence completion exercises that you can use to gain better

insight into the person you really are inside. Complete each sentence:

1. “I am …” If a stranger were to ask you, “Who are you, really?” what

would be your answer? What are the first words that you would use to

describe yourself? Would you describe yourself in terms of your work, your

qualities as a person, your hopes, dreams, and aspirations? Select three to

five words to complete the sentence, “I am …”

If you were to interview the people around you, the people you live with

and work with, and ask them the same question about yourself, what would

they say? How would other people describe you in terms of your values and

the person you really are? Based on the way you behave and treat other

people, what conclusions would they come to about the person you are

inside?

2. “People are …” Think of people in general, in the world around you.

How would you describe the human race? Are people good, warm, and

loving? Are people lazy, devious, or untrustworthy?

Your answer will have a major influence on how you treat other people

in every part of your life. It will determine just about everything you will

accomplish as an executive and as a person with family and friends.

3. “Life is …” Your response here may seem simple, but it speaks to

your entire philosophy of life. Positive, healthy, happy people see life as a

wonderful experience, full of ups and downs, but certainly a great adventure

overall.

One of my favorite stories is about a young man who goes to an old

philosopher and says, “Life is hard.”

The philosopher replies, “As compared with what?”

As Helen Keller said, “Life is either a daring adventure or nothing at

all.” What is life to you?

4. “My biggest goal in life is …” If you could wave a magic wand and

accomplish a single big goal in life, what one goal, either short or long term,
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psychographs, etc. Some of the chapter titles are as follows: Practical
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+ − Review 2:337 Ap 3 ’20 250w

HENSLOW, GEORGE. Religion of the spirit

world; written by the spirits themselves. *$2 Dodd
134

20–15944
 The book is a compilation of famous communications from the
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− N Y Times p17 S 26 ’20 160w

HENSON, HERBERT HENSLEY, bp. of

Hereford, and others. Church of England; its
nature and its future. *$1.75 Macmillan 283

(Eng ed 20–16630)

“Those who arranged this series of lectures took care to secure a

thoroughly representative group of English clergymen. Their live
lectures taken together set out with considerable force the views of
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delivered, in a short preface, states that their purpose was to bring
together exponents of the different tendencies within the church and
to secure from them full and frank statements of their views on the
great problem which gives its title to the book.”—The Times
[London] Lit Sup

Nation 110:773 Je 5 ’20 250w

+ The Times [London] Lit Sup p173 Ap 3
’19 650w

HERBERT, ALAN PATRICK. Bomber gipsy,

and other poems. *$1.50 Knopf 821

(Eng ed 20–1081)

With a few exceptions these poems are reprinted from Punch.

They are spirited and humorous pictures of life at the front. Besides
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Blighty; The trench code; The mischief-makers; The deserters; Free
meals; The cookers: a song of the transport; A song of plenty.

+ Booklist 17:61 N ’20

 “Because he has a sense of humor, a great deal of common sense
and the good sense to make what is merely good verse and in no way
pretends to be serious poetry, Mr Herbert has given us a very likable
book about the Tommy.” Marguerite Williams

+ N Y Times p24 Ag 22 ’20 100w

+ Springf’d Republican p11a Ag 22 ’20
160w

HERBERT, ALAN PATRICK. Secret battle. *$2

(4c) Knopf

20–628

He was a sensitive, romantic and imaginative lad, lacking

confidence in himself but pathetically eager and conscientious about
doing the right thing, not to make a mess of it, to measure up and
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exacted a bit more of himself than could reasonably be expected. He
distinguished himself at Gallipoli in the most trying part of the war
until he was carried down to the ship in a high fever. Later in France,
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done their deadly work, the fatal move was made and one of the
bravest men the war knew was shot for cowardice.

“Mr Herbert’s is one of the most interesting and moving English

war books.”
 + Ath p572 Jl 4 ’19 180w

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+ Booklist 16:281 My ’20

Reviewed by H. W. Boynton

+ Bookm 51:78 Mr ’20 580w

“It is simply and vividly told. It reads not like fiction but like fact,
which perhaps it is.”

+ Ind 103:185 Ag 14 ’20 280w

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have diminished its inherent force. That force is very great.”

+ Nation 110:115 Ja 24 ’20 500w

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structure of events, some of them apparently trivial at the time, but
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crushes and breaks Harry’s nerve. The logic of it all is unassailable
and perfectly convincing.”

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 “Vivid, convincing, written in a style at once strong and flexible
and revealing an unusual gift for character portrayal. ‘The secret
battle’ is one of the few really big novels of the world war.”

+ N Y Times 25:190 Ap 18 ’20 200w

“Being the work of a cultivated Englishman, it has the restraint of

the famous public-school tradition. It wishes to betray too little
rather than too much feeling. Its manner is tense with sympathy, but
its matter approaches dryness.” H. W. Boynton

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Spec 122:800 Je 21 ’19 100w

“The indictment against the verdict is stated quietly and without

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treat them as persons?”

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“Needless to say, it is a painful book. Comfortable people who do

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than they found ‘Justice’ or ‘Jude the obscure’, to their taste. To the
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parallel. Not in detail, for it is pitched in a quieter key, and its author
expressly states that he is not attempting to indict a system.”

+ − The Times [London] Lit Sup p356 Jl 3

’19 500w
 HERGESHEIMER, JOSEPH. San Cristóbal de
la Habana. *$3 (4c) Knopf 917.29

20–21412

In a passively receptive mood the author went to Havana and

drifted thru his days taking in impressions of the city, of the people,
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+ Freeman 2:478 Ja 26 ’21 230w

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is about one-tenth Havana and nine-tenths Hergesheimer.”

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“Not the least interesting of Mr Hergesheimer’s remarks refer to

the creation of literature, his own and others.’”

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HERRICK, CHEESMAN ABIAH. Outstanding

days. *$1.25 Am. S. S. union 394

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A book of selections for readings and recitations for day school and
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HERRICK, GLENN WASHINGTON. Insects of

economic importance. *$2 Macmillan 632.7

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These “outlines of lectures in economic entomology” are a revised

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R of Rs 62:336 S ’20 40w
 HERRINGHAM, SIR WILMOT PARKER.
Physician in France. (Liverpool diocesan board of
divinity publications) *$5 (*15s) Longmans 940.475

(Eng ed 19–19873)

“Preliminary to this narrative the author discusses the surprise of

the English at the sudden outbreak of the war. After this preliminary
discussion he, in his fifth chapter, begins his personal narrative and
relates the early operations of the medical corps in England at the
beginning of the war, showing us how the thing was done and the
sanitary precautions that were made against sickness among the
forces. Continuing, he tells of the organization and work of the Field
ambulance corps; of the clearing stations; of the work of transporting
the wounded and of the base hospitals and nurses. He then discusses
some phases of medical work, especially the management of cases of
enteric and other fevers, and of shell shock. He talks of the advance
of medicine in the war, of the operations on the plains of Flanders: of
the medical headquarters at Hesdin. Diverging, the author, drawing
from his experiences abroad, tells of education and the religious
question in France and of some interesting contrasts between French
and English people, in domestic manners and management and in
human characteristics.”—Boston Transcript

“The reasons for his popularity will be apparent to anyone who

reads his book, for it exhibits in an attractive form the qualities of his
mind and general outlook.”

+ Ath p1401 D 26 ’19 520w

 + Boston Transcript p10 F 21 ’20 480w

“It is written in ordinary, straightforward language, free from

those amateur attempts at the literary manner which make most
books written by doctors so tedious. Much of the book is political,
and this, except as throwing light on the character of the author, is
the least important part. The most entertaining part of the book
consists in the record of the author’s observations of French life and
its contrasts with our own.” H. R.

+ Nation [London] 26:360 D 6 ’19 1350w

“Entertaining and instructive. The purely medical chapters of the

book have their value as a lucid exposition calculated to enlighten the
layman and to enlist his sympathy.”

+ Sat R 129:37 Ja 10 ’20 1350w

“In the opening chapters, devoted to a consideration of the causes

which led up to the outbreak of the great war, the author exhibits a
fine patriotism tempered by broad-mindedness. The book will
enhance the author’s reputation, and prove most welcome reading
after the publication of so many self-centred memoirs.”

+ Spec 124:245 F 21 ’20 1050w

“Unfortunately, the opening chapters are platitudinous and have

nothing to do with the author’s real theme; but the book improves as
he gets into his stride, and is best of all in the later chapters, devoted
to the differences between the customs and viewpoints of the French
and ourselves, which are handled at once frankly and with
comprehension and discretion.”

+ − The Times [London] Lit Sup p643 N 13

’19 1250w

HEWLETT, MAURICE HENRY. Light heart.

*$2 (5c) Holt

20–8858

This tale is a story of men’s friendships. Thormod, of the light

heart, is a poet who easily wins the love of women, but his real
devotion is given to men, first to his friend Thorgar, whose death he
avenges, then to King Olaf. In his preface the author says, “Of this
heroic, naked story, three fragments survive in ‘Origines Islandicæ,’
that learned repository; but to compound one plain tale of them it
has been necessary to go for the catastrophe to the Saga of King Olaf.
As a result of my hunting and piecing I am able to give an orderly
account of the life of a young man which, I think, justifies the title I
have given it.”

Ath p559 Ap 23 ’20 40w

+ − Booklist 17:33 O ’20

“While ‘The light heart’ is far less interesting and far less stirring
than either ‘Gudrid the fair’ or ‘The outlaw,’ it has one truly splendid
moment—that in which Thormod swears his allegiance for life and
death to King Olaf.”

+ − N Y Times 25:291 Je 6 ’20 900w

“I confess that for me the starkness, the frugality, the astringency

of this tale render it a tougher morsel than some of the Norse fables
Mr Hewlett has previously wrought from similar materials. For his
sources he shows a reverence almost excessive.” H. W. Boynton

+ − Review 3:110 Ag 4 ’20 340w

“The story is good and unusual. But above all we would commend
Mr Hewlett’s short introduction on the nature of the Sagas.”

+ Sat R 130:40 Jl 10 ’20 100w

“The story has retained the legendary atmosphere of the twelfth

century Iceland and Norway. The book is written with Hewlett’s
usual romantic touch. It is interesting mainly on account of the
unusual setting and the strangeness of the characters treated. The
author sacrifices plot to faithfulness to his sources.”

+ Springf’d Republican p11a Je 20 ’20

480w

“Colloquial and prosaic though the telling is—prosaic even in

describing dreams and visions—there shines through it a spirit which
is high and beautiful.”
 + The Times [London] Lit Sup p255 Ap
22 ’20 1000w

HEWLETT, MAURICE HENRY. Mainwaring.

*$2 (4c) Dodd

20–19506

The story portrays two extremely opposed types, a man and a

woman. Mainwaring is a genius of a sort, grasping everything to
himself, ambitious, a demagogue, reckless and unmoral. From
obscurity he rises to political power and is only stayed from
achieving the highest rung by disease and death. He burns himself
out prematurely. While still quite young and out of his mastering
passion of grasping everything he wants, he forces a beautiful young
working girl to marry him. Lizzy in her selflessness, her poise and
sincerity, her obedience to duty, is his opposite. She endures
starvation with him but when he asks her to follow him into high life
she refuses. She has seen through it at a glance and hates it, and
prefers the duties of a housemaid to those of hostess at his banquets.
He subjects her to every indignity but willingly accepts her services
as a nurse during his last days.

Booklist 17:116 D ’20

“Mainwaring stands before a dull gray background, which is rather

bad for the story, but serves the purpose of the novelist in making
Mainwaring a crimson figure against this same gray. As usual, Mr
Hewlett is fascinatingly facile with his pen, but this same smooth
style cannot wholly atone for a very flimsy plot and a succession of
avowed characters that are of no more use than a Greek chorus.”

+ − Boston Transcript p7 N 24 ’20 390w

“Lizzy is a human being, strongly conventional in her sense of

duty, yet as freshly natural in emotional values as Eve strayed from
the garden. On the whole, however, ‘Mainwaring’ is a
disappointment as a novel. The author too apparently is doing over
again with unconvincing dexterity things once well accomplished in
‘Rest Harrow’.”

− + N Y Evening Post p22 O 23 ’20 300w

“The sharp contrasts between these well-drawn figures, whose

souls are silhouetted by the tragic circumstances in which the author
places them, afforded Mr Hewlett equal opportunity to display his
powers of creating and analyzing character. The artistry and dignity
of the story he has written around them make ‘Mainwaring’ a worthy
addition to the novels bearing his name.”

+ N Y Times p22 S 26 ’20 560w

“The political part of the story is not excessively interesting,

although it has capital pen sketches of Disraeli and Gladstone under
slight disguises. Like all Mr Hewlett’s writing, the literary execution
of the book is admirable in its finish and quiet effectiveness.”

+ − Outlook 126:333 O 20 ’20 170w

 “A brilliant study in its kind; but some of us will feel as we have
often felt with Mr Hewlett, that the childlike creature woman rather
than the childish creature man gives the story its charm.
Mainwaring’s Lizzy is a girl to be remembered.” H. W. Boynton

+ − Review 3:382 O 27 ’20 340w

“The two characters are analyzed in vigorous fashion and will

stand as examples of Mr Hewlett’s most finished work.”

+ Springf’d Republican p9a O 31 ’20 450w

HEWLETT, MAURICE HENRY. Outlaw.

*$1.75 (3½c) Dodd

20–4

This is the fifth of Maurice Hewlett’s saga tales retold. It is the

story of Gisli and of Grayflanks, the sword on which a curse was laid
when it was turned against its owner. Young Gisli is a craftsman and
man of peace, who nevertheless is fated to be the slayer of men, to
flee from Norway to Iceland, to become an outlaw, and to die fighting
with his back against the wall, his wife, Aud, beside him.

“We cannot help wishing that he had been a great deal more
lenient with himself. For the tale, as it stands, is so exceedingly plain,
and the fights, murders, escapes and pursuits described upon so even
a breath, that it is hard to believe the great, more than life-size dolls
minded whether they were hit over the head or not. There is no
doubt that the very large number of words of one syllable help to
keep the tone low. They have a curious effect upon the reader. He
finds himself, as it were, reading aloud, spelling out the tale.” K. M.

+ − Ath p15 Ja 2 ’20 600w

Booklist 16:244 Ap ’20

“None of his stories out of the Icelandic sagas is as spirited as ‘The

outlaw.’ The vein of romance discovered in them by Mr Hewlett
seems to be inexhaustible.” E. F. E

+ Boston Transcript p6 Mr 24 ’20 1150w

“‘The outlaw’ is a noble tale fully and in the main nobly told.”
Ludwig Lewisohn

+ Nation 111:191 Ag 14 ’20 500w

“A grim tale, full of strong passions and desperate fighting, is this

of ‘The outlaw.’”

+ N Y Times 25:1 Mr 7 ’20 1000w

+ N Y Times 25:190 Ap 18 ’20 70w

“Needless to say, it is masterly in its art and vividness; yet many of

the author’s admirers would welcome his return to that type of
writing that gave us ‘Half-way house’ and ‘Richard yea-and-nay.’”
 + − Outlook 124:563 Mr 31 ’20 60w

“Mr Hewlett tells a tense dramatic story, reveals studious research

of ancient lore and a singular gift for vitalizing the remote scenes of a
vanished civilization. This is no mere approximation of what the
Vikings were and what they did. It is a lifelike recreation.”

+ Springf’d Republican p8a Ap 4 ’20 550w

“In reproducing the old story Mr Hewlett mediates with his usual
skill between the Scylla of excessive modernity and the Charybdis of
an obsolete idiom. It is, however, questionable whether he might not
without harm have ventured even closer to Scylla.”

+ − The Times [London] Lit Sup p649 N 13

’19 600w

HEYDRICK, BENJAMIN ALEXANDER, ed.

Americans all; stories of American life of today.
*$1.50 (1½c) Harcourt

20–14759

The editor of this volume of short stories states in his preface that
he believes that the short story is the form which can best stand as
the adequate expression in fiction of American life. He says “If it
were possible to bring together in a single volume a group of these,
each one reflecting faithfully one facet of our many-sided life, would
not such a book be a truer picture of America than any single novel
could present? The present volume is an attempt to do this.”
Contents: The right Promethean fire, by George Madden Martin; The
land of heart’s desire, by Myra Kelly; The tenor, by H. C. Bunner; The
passing of Priscilla Winthrop, by William Allen White; The gift of the
Magi, by O. Henry; The gold brick, by Brand Whitlock; His mother’s
son, by Edna Ferber; Bitter-sweet, by Fannie Hurst; The riverman,
by Stewart Edward White; Flint and fire, by Dorothy Canfield; The
ordeal at Mt Hope, by Paul Laurence Dunbar; Israel Drake, by
Katherine Mayo; The struggles and triumph of Isidro de los
Maestros, by James M. Hopper; The citizen, by James F. Dwyer.
There is a sketch of the author following each story, and at the end a
List of American short stories classified by locality, and Notes and
questions for study.

“An interesting group of stories.”

+ Booklist 17:158 Ja ’21

Boston Transcript p4 O 9 ’20 280w

“Only two stories in the volume, Myra Kelly’s ‘Just kids’ and
William Allen White’s ‘Society in our town,’ have grown instead of
being made after a model.”

− + Nation 111:692 D 15 ’20 420w

“Literary merit aside, however, the authors all have a place in a

book which seeks not to present the best short stories but rather
different phases of American life. ‘American life of today,’ however, is
a misnomer. In their steadfast sometimes sentimental idealism, in
their passionate belief in democracy, the stories are obviously and
pathetically stories of life before the war.” Marian O’Connor
 + − N Y Evening Post p9 N 13 ’20 850w

“An unusually excellent anthology of American short tales.”

+ Outlook 126:201 S 29 ’20 120w

“Considered merely as a vehicle of recreational reading ‘Americans

all’ answers its purpose well; for the one who desires to combine
recreation with study of the successful short story the text is well
selected.”

+ Springf’d Republican p5a Ja 30 ’21

270w
Wis Lib Bul 16:194 N ’20 190w

HIBBEN, PAXTON. Constantine I and the Greek

people. il *$3.50 (3½c) Century 949.5

20–10649

The book was written in the spring of 1917 after the author had
been in Greece, Macedonia and Serbia and constitutes another
postwar revelation. It is stated that “during the war and after our
entry into it as an ally of France and Great Britain, without our
knowledge and consent the constitution of a little, but a brave and
fine people was nullified by the joint action of two of our allies: the
neutrality of a small country was violated, the will of its people set at
naught, its laws broken, its citizens persecuted, its press muzzled. By
force a government was imposed on this free people, and by force