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Get It, Set It, Move It, Prove It : 60 Ways To Get Real Results In Your Organization

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Title: Get It, Set It, Move It, Prove It : 60 Ways To Get Real Results In Your Organization
Author: Mark Graham Brown
ISBN: 1563273063 / 9781563273063
Format: Soft Cover
Pages: 224
Publisher: Productivity Press
Year: 2004
Availability: 2 to 3 weeks.
     
 
  • Description
  • Contents

If you seek to produce measurable results in your organization, this book is for you. It provides practical and useful methods that you can use immediately and points out habits you should avoid. Get It, Set It, Move It, Prove It is about getting real results and being able to prove them.

The distinct feature of this book is the four-phased model: "Get It" focuses on your leadership's vision and values; "Set It" improves your goals and strategies and their deployment in regard to ethics and regulatory requirements and performance measurement; "Move It" strengthens your relationships with important customers and the management of employees and key work processes; and "Prove It" helps you supply the evidence that your systems are producing high-performance results.

Introduction
Acknowledgments

Part 1 : Get It-Know What’s Important
Chapter 1 : Forget Focus Groups and Surveys for Market Research
Chapter 2 : Develop Some Real Values and Stick to Them
Chapter 3 : Learn What You Cane Be Good at and Stick to It
Chapter 4 : Don’t Underestimate the Competition
Chapter 5 : Eat Your Own Dog Food
Chapter 6 : Find Out What Aggravates Customers
Chapter 7 : Stop Lying to Customers, Employees, and Shareholders
Chapter 8 : Learn from Former Customers and Employees
Chapter 9 : Acknowledge Your Weaknesses Rather Than Rationalize Them
Chapter 10 : Learn That Bigger Is Not Always Better
Chapter 11 : Don’t Think That You Can’t Be Copied
Chapter 12 : Keep Your Promises
Chapter 13 : Quit Putting Idiots in Leadership Positions

Part 2 : Set It-Measure What’s Important
Chapter 14 : Don’t Ever Use a Team to Define Your Vision
Chapter 15 : Don’t Bother Setting Vague Goals That Will Never Be Achieved
Chapter 16 : Watch Out for “Chicken Efficiency” Measures
Chapter 17 : Writing Stuff Down Does Not Make It Happen
Chapter 18 : Beware of the Strategic Planning Retreat
Chapter 19 : Measure What Matters to Your Success
Chapter 20 : Develop “Cholesterol” Measures
Chapter 21 : Focus on Doing Your Mission Well Before Chasing a Vision
Chapter 22 : Spell Out Right and Wrong
Chapter 23 : Planning Is Not About Creating a Binder or Brochure
Chapter 24 : Measure the “How” as Well as the Outcomes
Chapter 25 : Focus on Only a Couple of New Things Per Year
Chapter 26 : Customer Surveys are Usually a Waste of Time
Chapter 27 : Set Targets Scientifically, Not Arbitrarily
Chapter 28 : Think About What It Will Take to Achieve Your Goals
Chapter 29 : Align Goals and Plans-Find Disconnects

Part 3 : Move It-Do What’s Important
Chapter 30 : Beware of Management Fads with Three-Letter Acronyms
Chapter 31 : Perseverance Is the Key to Success-But Don’t Be Stupid About It
Chapter 32 : Minimize Distractions
Chapter 33 : Activity Does Not Equal Results
Chapter 34 : Limit Process Improvement Teams and Projects
Chapter 35 : Benchmarking Is Often an Excuse for Corporate Field Trips
Chapter 36 : Beware of Solutions in Search of Problems
Chapter 37 : Don’t Get Creative When Landing the Plane
chapter 38 : Buy the Best Tools You Can Afford
Chapter 39 : Hire the Best Versus Train the Rest
Chapter 40 : Accountability and Consequences
Chapter 41 : Build Trusting Relationships with Stakeholders
Chapter 42 : Use Training Sparingly
Chapter 43 : Ensure Ethics by Balancing Trust and Control
Chapter 44 : Make Employees Look Forward to Coming to Work

Part 4 : Prove It-Review What’s Important
Chapter 45 : Results Take Time
Chapter 46 : Develop a Standard Reporting Format
Chapter 47 : Put Idiot Lights on Your Dashboard
Chapter 48 : Ensure the Integrity of Your Data
Chapter 49 : Forget “Statistically Significant”
Chapter 50 : Looking for Links Between Hard and Soft Metrics
Chapter 51 : Prove the Value of Your Results Measures
Chapter 52 : The Importance of Comparative Data
Chapter 53 : Every Program, Initiative, and Strategy Needs to Produce Results
Chapter 54 : Show Me the Money
Chapter 55 : Let the Data Tell You When to Change
Chapter 56 : Streamline the Dreaded Monthly Review Meeting
Chapter 57 : The Emperor’s New Clothes
Chapter 58 : The Side Effects of Success
Chapter 59 : Test Theories and Hypotheses
Chapter 60 : Numbers Aren’t Everything

References
Index

 
 
 
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