| Preface: The Quiet Professionals |
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ix | |
| Acknowledgments |
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xiii | |
| Introduction |
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1 | (10) |
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Choose a Path or Take Your Chances |
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11 | (4) |
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Get Specific When You Define Your Problem |
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15 | (2) |
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When You Can't Get from A to B, Go to C |
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17 | (4) |
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Your Specific Problem Defines Your Mission |
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21 | (3) |
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Plan Ahead---Prepare for a New Situation That Has Not Yet Been Identified |
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24 | (3) |
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Build Your Goal around a Problem, Not the Other Way Around |
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27 | (2) |
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Avoid Creating a Capability and Then Looking for a Mission to Justify It |
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29 | (2) |
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31 | (3) |
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Compare the Risks of Alternative Missions |
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34 | (1) |
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Does the Risk of Doing Nothing Outweigh the Risk of Going Forward? |
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35 | (2) |
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Plan Your Team around Your Mission |
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37 | (2) |
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When Time Is an Issue, Plan Your Mission Backward from Your Objective |
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39 | (7) |
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Find Out What the Big Dogs Want |
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46 | (2) |
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Prioritize Long-Term over Short-Term Goals |
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48 | (2) |
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Don't Wait for the No-Risk Solution |
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50 | (2) |
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52 | (5) |
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Organization---Create Structure or Fight Alone |
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Even a Circus Has a Ringmaster |
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57 | (2) |
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The Key to Accountability Is Structure |
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59 | (4) |
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There Is No Team Unless Everyone Knows the Team Colors |
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63 | (3) |
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Ship Attacks or Ambushes? Choose a Structure That's Based on Your Mission |
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66 | (9) |
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Lines of Communications Equal Chains of Command |
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75 | (2) |
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Limit Access to Your Office |
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77 | (3) |
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Build Boundaries to Prevent Infighting and Cannibalism |
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80 | (2) |
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If a Meeting Is Going Nowhere, Kill It |
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82 | (3) |
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Leadership---The Hardest Easy Thing |
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Forget the Village Concept---One Person Has to Be in Charge |
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85 | (2) |
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87 | (2) |
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Choose Your Option While the Choice Is Still Yours |
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89 | (2) |
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Stand Up and Take the Hit |
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91 | (2) |
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Make a Goddamned Decision |
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93 | (5) |
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Put Your Stamp on Things Right Away |
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98 | (1) |
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Give Them the Big Picture |
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99 | (2) |
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Point the Boat in the Right Direction |
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101 | (2) |
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Get Comfortable with Chaos |
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103 | (3) |
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The Vast Majority of the Time, You Know What You Should Do |
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106 | (2) |
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If You Think No One Else Can Replace You, You're an Egotistical S.O.B. Who's Failed |
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108 | (2) |
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There's No ``I'' in ``Shut Up and Do the Work'' |
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110 | (2) |
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Don't Become One of the Following Stereotypes |
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112 | (4) |
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Know Which Leadership Style to Use |
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116 | (1) |
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Ensure That You Possess the Three Primary Leadership Tools |
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117 | (2) |
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Increase Your Number of Leadership Vehicles |
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119 | (4) |
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Assign an Honest Broker to Bring You Back to Earth |
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123 | (2) |
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Then Seek Out and Listen to the Rest of Your People |
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125 | (1) |
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Be Unapologetic When You Fire Someone |
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126 | (2) |
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Enforce Your Chains of Command |
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128 | (3) |
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Don't Make Work Your Employees' Life |
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131 | (2) |
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There Is a Fine Line between Tradition and Obsolescence |
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133 | (1) |
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Let Them Be Angry When They Have a Right to Be |
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134 | (2) |
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Tell Them When the Ship Is Sinking |
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136 | (2) |
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Communicating Hysteria Won't Drive Production |
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138 | (3) |
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Communicate That You Trust Them |
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141 | (3) |
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Kicking Them Unnecessarily Reveals Your Incompetence |
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144 | (5) |
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Realize That Nobody's Forcing You to Be Here |
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149 | (4) |
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If You're New, You Have to Shut Up and Learn |
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153 | (2) |
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You're the One Who Can Make It Work, and That's Often Thanks Enough |
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155 | (2) |
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Your Value during the Battle Has Nothing to Do with How Close You Are to the Front |
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157 | (2) |
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Help Your Boss and You Help Yourself |
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159 | (3) |
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It's Okay; You're Supposed to Fight with Your Boss |
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162 | (2) |
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Cowboys and Cogs Don't Have Job Security---Team Members Do |
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164 | (2) |
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You Can't Fool People about Being a Team Player |
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166 | (2) |
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There Are Probably Good Reasons Why Your Marching Orders Seem Screwed Up |
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168 | (2) |
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Build Your Team, Build Your Resume |
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170 | (1) |
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It's a Small World, and It's Getting Smaller |
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171 | (2) |
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There Aren't Many Ways to Radically Change a Proven System |
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173 | (3) |
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176 | (2) |
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178 | (3) |
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Bring Me the Problem Along with a Solution |
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181 | (3) |
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Building a Thundering Herd |
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Do You Really Want to Build a Quality Team? |
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184 | (2) |
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Continually Set High Standards |
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186 | (2) |
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Retain Your Best People or You'll Pay through the Nose |
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188 | (3) |
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If You're Hiring, Make Them Come to You |
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191 | (3) |
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Your Own People Are Your Best Recruiters |
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194 | (2) |
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Give Real Rewards for Real Achievements |
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196 | (1) |
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Identify Your Lead Dogs, Feed Them Well, and Build a Pack around Them |
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197 | (3) |
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Find Out What Makes Them Tick |
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200 | (2) |
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If You Can't Give Them Fresh Meat, Give Them Reminders of What Fresh Meat Tastes Like |
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202 | (3) |
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Provide Those Other Things So That They Can Focus on Their Jobs |
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205 | (5) |
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If Sharks Stop Swimming Forward, They Stop Being Sharks |
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210 | (1) |
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Let It Be Known That You'll Get Rid of People Who Just Shouldn't Be Part of the Team---Even the Nice People |
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211 | (3) |
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Save Them If You Can, but Recognize When You Can't |
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214 | (4) |
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Now Maintain Your Momentum |
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If You Need to Scream, You Need to Practice |
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218 | (5) |
| Index |
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223 | |
