Biographies & Memoirs in The Books Store

The year was 1957, the month September, and I had just turned eight years old. Dwight Eisenhower was President, but in my life it was the diminutive, intense Sister Mary Lurana who ruled, at least in the third-grade class where I was held captive. For reasons you will soon understand, my parents had remanded me to the penal institution of St. Brigid’s School in Westbury, New York, a cruel and unusual punishment if there ever was one.

Already, I had barely survived my first two years at St. Brigid’s because I was, well, a little nitwit. Not satisfied with memorizing the Baltimore Catechism’s fine prose, which featured passages like “God made me to show his goodness and to make me happy with him in heaven,” I was constantly annoying my classmates and, of course, the no-nonsense Sister Lurana. With sixty overactive students in her class, she was understandably short on patience. For survival, she had also become quick on the draw.

Then it happened. One day I blurted out some dumb remark, and Sister Lurana was on me like a panther. Her black habit blocked out all distractions as she leaned down, looked me in the eye, and uttered words I have never forgotten: “William, you are a bold, fresh piece of humanity.”

And she was dead-on.

One day in 1957, in the third-grade classroom of St. Brigid’s parochial school, an exasperated Sister Mary Lurana bent over a restless young William O’Reilly and said, “William, you are a bold, fresh piece of humanity.” Little did she know that she was, early in his career as a troublemaker, defining the essence of Bill O’Reilly and providing him with the title of his brash and entertaining issues-based memoir.

And this time it’s personal. In his most intimate book yet, O’Reilly goes back in time to examine the people, places, and experiences that launched him on his journey from working-class kid to immensely influential television personality and bestselling author. Readers will learn how his traditional outlook was formed in the crucible of his family, his neighborhood, his church, and his schools, and how his views on America’s proper role in the world emerged from covering four wars on five continents over three-plus decades as a news correspondent. What will delight his numerous fans and surprise many others is the humor and self-deprecation with which he handles one of his core subjects: himself, and just how O’Reilly became O’Reilly.

A lot of professors give talks titled "The Last Lecture." Professors are asked to consider their demise and to ruminate on what matters most to them. And while they speak, audiences can't help but mull the same question: What wisdom would we impart to the world if we knew it was our last chance? If we had to vanish tomorrow, what would we want as our legacy?

When Randy Pausch, a computer science professor at Carnegie Mellon, was asked to give such a lecture, he didn't have to imagine it as his last, since he had recently been diagnosed with terminal cancer. But the lecture he gave--"Really Achieving Your Childhood Dreams"--wasn't about dying. It was about the importance of overcoming obstacles, of enabling the dreams of others, of seizing every moment (because "time is all you have...and you may find one day that you have less than you think"). It was a summation of everything Randy had come to believe. It was about living.

In this book, Randy Pausch has combined the humor, inspiration and intelligence that made his lecture such a phenomenon and given it an indelible form. It is a book that will be shared for generations to come.

Questions for Randy Pausch

We were shy about barging in on Randy Pausch's valuable time to ask him a few questions about his expansion of his famous Last Lecture into the book by the same name, but he was gracious enough to take a moment to answer. (See Randy to the right with his kids, Dylan, Logan, and Chloe.) As anyone who has watched the lecture or read the book will understand, the really crucial question is the last one, and we weren't surprised to learn that the "secret" to winning giant stuffed animals on the midway, like most anything else, is sheer persistence.

Amazon.com: I apologize for asking a question you must get far more often than you'd like, but how are you feeling?

Pausch: The tumors are not yet large enough to affect my health, so all the problems are related to the chemotherapy. I have neuropathy (numbness in fingers and toes), and varying degrees of GI discomfort, mild nausea, and fatigue. Occasionally I have an unusually bad reaction to a chemo infusion (last week, I spiked a 103 fever), but all of this is a small price to pay for walkin' around.

Amazon.com: Your lecture at Carnegie Mellon has reached millions of people, but even with the short time you apparently have, you wanted to write a book. What did you want to say in a book that you weren't able to say in the lecture?

Pausch: Well, the lecture was written quickly--in under a week. And it was time-limited. I had a great six-hour lecture I could give, but I suspect it would have been less popular at that length ;-).

A book allows me to cover many, many more stories from my life and the attendant lessons I hope my kids can take from them. Also, much of my lecture at Carnegie Mellon focused on the professional side of my life--my students, colleagues and career. The book is a far more personal look at my childhood dreams and all the lessons I've learned. Putting words on paper, I've found, was a better way for me to share all the yearnings I have regarding my wife, children and other loved ones. I knew I couldn't have gone into those subjects on stage without getting emotional.

Amazon.com: You talk about the importance--and the possibility!--of following your childhood dreams, and of keeping that childlike sense of wonder. But are there things you didn't learn until you were a grownup that helped you do that?

Pausch: That's a great question. I think the most important thing I learned as I grew older was that you can't get anywhere without help. That means people have to want to help you, and that begs the question: What kind of person do other people seem to want to help? That strikes me as a pretty good operational answer to the existential question: "What kind of person should you try to be?"

Amazon.com: One of the things that struck me most about your talk was how many other people you talked about. You made me want to meet them and work with them--and believe me, I wouldn't make much of a computer scientist. Do you think the people you've brought together will be your legacy as well?

Pausch: Like any teacher, my students are my biggest professional legacy. I'd like to think that the people I've crossed paths with have learned something from me, and I know I learned a great deal from them, for which I am very grateful. Certainly, I've dedicated a lot of my teaching to helping young folks realize how they need to be able to work with other people--especially other people who are very different from themselves.

Amazon.com: And last, the most important question: What's the secret for knocking down those milk bottles on the midway?

Pausch: Two-part answer:
     1) long arms
     2) discretionary income / persistence

Actually, I was never good at the milk bottles. I'm more of a ring toss and softball-in-milk-can guy, myself. More seriously, though, most people try these games once, don't win immediately, and then give up. I've won *lots* of midway stuffed animals, but I don't ever recall winning one on the very first try. Nor did I expect to. That's why I think midway games are a great metaphor for life.

Ten years in the making, this engaging work reveals why "Lincoln's road to success was longer, more tortuous, and far less likely" than the other men, and why, when opportunity beckoned, Lincoln was "the best prepared to answer the call." This multiple biography further provides valuable background and insights into the contributions and talents of Seward, Chase, and Bates. Lincoln may have been "the indispensable ingredient of the Civil War," but these three men were invaluable to Lincoln and they played key roles in keeping the nation intact. --Shawn Carkonen

The Team of Rivals

Team of Rivals doesn't just tell the story of Abraham Lincoln. It is a multiple biography of the entire team of personal and political competitors that he put together to lead the country through its greatest crisis. Here, Doris Kearns Goodwin profiles five of the key players in her book, four of whom contended for the 1860 Republican presidential nomination and all of whom later worked together in Lincoln's cabinet.

1. Edwin M. Stanton Stanton treated Lincoln with utter contempt at their initial acquaintance when the two men were involved in a celebrated law case in the summer of 1855. Unimaginable as it might seem after Stanton's demeaning behavior, Lincoln offered him "the most powerful civilian post within his gift"--the post of secretary of war--at their next encounter six years later. On his first day in office as Simon Cameron's replacement, the energetic, hardworking Stanton instituted "an entirely new regime" in the War Department. After nearly a year of disappointment with Cameron, Lincoln had found in Stanton the leader the War Department desperately needed. Lincoln's choice of Stanton revealed his singular ability to transcend personal vendetta, humiliation, or bitterness. As for Stanton, despite his initial contempt for the man he once described as a "long armed Ape," he not only accepted the offer but came to respect and love Lincoln more than any person outside of his immediate family. He was beside himself with grief for weeks after the president's death. 2. Salmon P. Chase Chase, an Ohioan, had been both senator and governor, had played a central role in the formation of the national Republican Party, and had shown an unflagging commitment to the cause of the black man. No individual felt he deserved the presidency as a natural result of his past contributions more than Chase himself, but he refused to engage in the practical methods by which nominations are won. He had virtually no campaign and he failed to conciliate his many enemies in Ohio itself. As a result, he alone among the candidates came to the convention without the united support of his own state. Chase never ceased to underestimate Lincoln, nor to resent the fact that he had lost the presidency to a man he considered his inferior. His frustration with his position as secretary of the treasury was alleviated only by his his dogged hope that he, rather than Lincoln, would be the Republican nominee in 1864, and he steadfastly worked to that end. The president put up with Chase's machinations and haughty yet fundamentally insecure nature because he recognized his superlative accomplishments at treasury. Eventually, however, Chase threatened to split the Republican Party by continuing to fill key positions with partisans who supported his presidential hopes. When Lincoln stepped in, Chase tendered his resignation as he had three times before, but this time Lincoln stunned Chase by calling his bluff and accepting the offer. 3. Abraham Lincoln When Lincoln won the Republican presidential nomination in 1860 he seemed to have come from nowhere--a backwoods lawyer who had served one undistinguished term in the House of Representatives and lost two consecutive contests for the U.S. Senate. Contemporaries attributed his surprising nomination to chance, to his moderate position on slavery, and to the fact that he hailed from the battleground state of Illinois. But Lincoln's triumph, particularly when viewed against the efforts of his rivals, owed much to a remarkable, unsuspected political acuity and an emotional strength forged in the crucible of hardship and defeat. That Lincoln, after winning the presidency, made the unprecedented decision to incorporate his eminent rivals into his political family, the cabinet, was evidence of an uncanny self-confidence and an indication of what would prove to others a most unexpected greatness. 4. William H. Seward A celebrated senator from New York for more than a decade and governor of his state for two terms before going to Washington, Seward was certain he was going to receive his party's nomination for president in 1860. The weekend before the convention in Chicago opened he had already composed a first draft of the valedictory speech he expected to make to the Senate, assuming that he would resign his position as soon as the decision in Chicago was made. His mortification at not having received the nomination never fully abated, and when he was offered his cabinet post as secretary of state he intended to have a major role in choosing the remaining cabinet members, conferring upon himself a position in the new government more commanding than that of Lincoln himself. He quickly realized the futility of his plan to relegate the president to a figurehead role. Though the feisty New Yorker would continue to debate numerous issues with Lincoln in the years ahead, exactly as Lincoln had hoped and needed him to do, Seward would become his closest friend, advisor, and ally in the administration. More than any other cabinet member Seward appreciated Lincoln's peerless skill in balancing factions both within his administration and in the country at large. 5. Edward Bates A widely respected elder statesman, a delegate to the convention that framed the Missouri Constitution, and a former Missouri congressman whose opinions on national matters were still widely sought, Bates's ambitions for political success were gradually displaced by love for his wife and large family, and he withdrew from public life in the late 1840s. For the next 20 years he was asked repeatedly to run or once again accept high government posts but he consistently declined. However in early 1860, with letters and newspaper editorials advocating his candidacy crowding in upon him, he decided to try for the highest office in the land. After losing to Lincoln he vowed, in his diary, to decline a cabinet position if one were to be offered, but with the country "in trouble and danger" he felt it was his duty to accept when Lincoln asked him to be attorney general. Though Bates initially viewed Lincoln as a well-meaning but incompetent administrator, he eventually concluded that the president was an unmatched leader, "very near being a 'perfect man.'"

The Essential Doris Kearns Goodwin

Wait Till Next Year: A Memoir

No Ordinary Time: Franklin and Eleanor Roosevelt: The Home Front in World War II

Lyndon Johnson and the American Dream

More New Reading on the Civil War

Lincoln's Melancholy: How Depression Challenged a President and Fueled His Greatness by Joshua Wolf Shenk

Grant and Sherman: The Friendship That Won the Civil War by Charles Bracelen Flood

The March: A Novel by E.L. Doctorow