 | Title | Moral | |
|---|
 | Preface |
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| Mission and Vision |
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| Managing People -- How to Begin |
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| Strategy |
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| Managing People II |
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| Service |
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| Leadership and Values |
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| Financial Management |
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| Project Management |
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 | Measurement |
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| Counting the Simple | Increasing client contact with good, helpful people, increases sales | |
| The Good Days Score | People focus and work hard to beat the best | |
| Beating the High Score | Knowing what the prior team's score is makes an outstanding achievement possible | |
| Teams that don't keep score | Those who don't keep score are only practicing | |
| How am I doing? | Regularly ask your stakeholders how you are doing | |
| The Scoreboard | Objectives and metrics are about putting points on the board! | |
| Bowling and Curtains | With a good scoreboard, you don't need feedback from a manager | |
| Needle in the Haystack | Be able to state what's most important among the many is liberating and empowering | |
| Process and Operations Management |
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| Service II |
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| Communication |
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| Culture |
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| Decision-making |
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| Crisis |
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| Change Management |
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| Innovation |
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| Design |
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| Training |
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| Legacy |
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| Conclusion |
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