 | Title | Moral | |
|---|
| Watch Your Kids | Watch the next generation | |
| An Extra Day of Work | Get technology into the hands of your leaders. | |
| Which Technology is Strategic? | Technology must become more strategic | |
| Talking your way through to the answer | Dialog often clarifies thinking better than thinking alone | |
| The Big Umbrella | Big vision, small strategy | |
| San Antonio | A simple story can communicate a rich strategic vision | |
| Columbus | Strategy is destination and discovery | |
| The Frog and the Train | If you don't move, you get hit by the train | |
| The Big Rocks | To be strategic, you need to put the big rocks in first | |
| Bottle-caps | Connect with people where they are, with what they use | |
| Sources | Develop a set of "goto" sources | |
 | Managing People II |
| |
| The Lego's Lesson | Leadership is situational | |
| Letting Go | Delegating means delegating ownership and letting go | |
| What's the Next Step? | People work harder, and take pride in, achieving new levels, even if "in place" | |
| The Wine Bet | An audacious goal is powerful | |
| Taking the Wrong Job | Doing something you don't like to do is not a way to move up | |
| How to Work for a Sonofabitch | Figuratively go around to other's side of the table and get angry at the problem facing us, rather than each other. | |
| Ratchet up the productivity | Setting action items ratchets up the productivity | |
| Hire Somebody, Fire Somebody And Reorganize Somebody | A new manager has a license to change; use it quickly | |
| Rallying The Team To Die | Teams can rally even to die | |
| Tell Me Three Things | A problem is a learning experience | |
| C-Level Work | One man's c-level work is another's a-level | |
| Letting Go II | Let go and let your team | |
| Strengths, not Weaknesses | Focus on strengths | |
| Perfection and Procrastination | Only when the pain of avoiding a task exceeds the pain doing a task "perfectly," will the probability rise high enough for success. | |
| A reunion lesson about stress | Reduce stress by giving people control over their work | |
| Accomplishing goals through others | To be a good manager, you need to work through others | |
| A sense of accomplishment | To be a good manager you need to take pride in others | |
| The rising star and the problem employee | An over-concern for the problem employee is an under-concern for the rising star | |