Mentor in a Manual begins (Chapter 1) with an introduction to the life of an academic, that is at once inspirational ("No more rewarding challenge blesses any profession than to hold in its hands the young minds of the country" – p. 4), and reality-based. The newcomer to the profession is introduced to some of the pitfalls of life in academia and the challenges facing higher education. Included too is a list of expenses that a new professor should expect to incur while starting his/her career, and other practical issues that often catch junior faculty by surprise. In Chapter 2, the reader is introduced to a fictitious junior faculty member (Bill), at a fictitious university (Midland U), whose examples will be used throughout the subsequent chapters, alongside the many real-life examples. Chapters 3 ("Grasping Generic Institutional Expectations") and 4 ("Appreciating the Practical Politics of Getting Promoted") continue to offer very practical advice, probing questions, and telling insight into a diverse array of institutional cultures. Three chapters (5-7) are devoted to "The Teaching Challenge." This central portion of Mentor in a Manual reflects the central role that teaching increasingly plays in the tenure and promotion process. The authors make the case for faculty to take their teaching seriously even in environments where teaching is viewed as a "distraction," and provide numerous suggestions for successful teaching strategies and techniques for assessing student learning. They also focus on faculty development, and on ways for new faculty to document their efforts and successes in teaching, to maximize the recognition of these efforts. Chapter 9 helps new faculty understand and negotiate the Service portion of what the authors call "The Sacred Triad" (p. 28), and suggests ways to prioritize, strategize and document service to the institution, the profession, and the public. Chapters 8, 10, and 11 deal with research and publication. In keeping with the spirit of the Manual, these chapters offer solid theoretical advice on how to develop and pursue a strong research agenda, as well as practical tips for strengthening one’s scholarly writing, improving the odds that a manuscript will be accepted for publication, and figuring out the pecking order of prestige when it comes to getting published. The final chapter, "Presenting Your Credentials for the Ultimate Decision," encourages an ongoing approach to document collection and organization, as well as a portfolio approach to presenting one’s achievements in each area under review. And, just as a good mentor helps the protégé through good times and bad, this Mentor in a Manual provides an appendix "What Do I Do If I Don’t Make Tenure?" filled with strategies for turning a difficult point in one’s career into a potential catalyst for future development and success.