Tab Article

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