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