His book, subtitled "A Game Plan for Surviving and Thriving in Corporate America," was published in 2006 by Publish America.

Paul wrote it after 35 years of experience in several levels of the business world. It is a quick-read paperback, and I recommend it.

The book is a culmination of journals that Paul maintained during his career, which included 12 years at Sprint Corp.

He also has taught on the college level and is the founder of Deafcat Music and Deafcat Records.

Today, he also is a private consultant and executive coach.

In the book, he draws on the experiences of many colleagues who shared their challenges of working in corporate America.

Ulasien maintains that 80 percent of workers today are dissatisfied with their jobs or companies. Our private enterprise work force is estimated to number 107 million.

Consequently, 85 million people must be unhappy at work.

The book traces the path of corporate America from the Industrial Revolution through the Depression, World War II and to today.

The author is very perceptive when he deals with the recent proliferation of corporate scandals.

He believes many directors, managers and supervisors are "oblivious to the impact of their actions on the physical and emotional well-being of subordinates and peers."

He elaborates on this important point by enumerating three actions such people take.

They are: "being substantive versus objective in the matter of performance evaluations," "basing decisions on what is probably true , or inductive versus deductive reasoning," and "using ethics as a mantra for a convenience of style versus the substance of principle."

He has a recurring theme that I believe is true . That theme is that "excellence and leadership are what separate success from failure."

The author also focuses on the proven fact that "change is the one constant in the corporate rat race."

The worker who has a chance to succeed in the race is the one who is flexible enough to continually adapt to change.

It is in regard to change that I believe Paul makes his most meaningful point.

He writes: "When we read the handwriting on the wall versus just seeing it, we give ourselves the opportunity to anticipate change and put a preparatory plan into place, thus making acceptance a moot point. Reaction or anticipation is the dividing line that separates surviving, going with the flow of change, or thriving, being opportunistic in the anticipation of change."

He offers three sound ground rules for dealing with change. I will take the liberty of paraphrasing and summarizing them.

First, never make a quick decision as it relates to change.

Second, discuss the ramifications of change with someone close to you who has your best interests in mind.

Finally, believe in yourself and your ability to carry out your decision for coping with change.

Several times in his very sensible book Ulasien quotes Will Rogers.

My favorite one of these sums up the thesis of this book: "Even if you are on the right track, you'll get run over if you just sit there."

There is a lot of common sense in "The Corporate Rat Race." I am glad Paul sent me his book!