Get It, Set It, Move It, Prove It: 60 Ways To Get Real by Mark Graham Brown

By Mark Graham Brown

Selected As one in all "The Year's most sensible Reference and analyzing Material", commercial Engineer journal, December 2004

If you search to supply measurable leads to your company, this publication is for you. It offers functional and worthwhile tools so that you can use instantly and issues out behavior you have to stay away from. Get It, Set It, flow It, turn out It is ready getting actual effects and having the ability to end up them.

The specified function of this publication is the four-phased version: "Get It" makes a speciality of your leadership's imaginative and prescient and values; "Set It" improves your targets and methods and their deployment in regard to ethics and regulatory standards and function size; "Move It" strengthens your relationships with very important buyers and the administration of staff and key paintings techniques; and "Prove It" is helping you provide the proof that your platforms are generating high-performance effects.

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Extra info for Get It, Set It, Move It, Prove It: 60 Ways To Get Real Results In Your Organization

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Thanks . Part 2: Set It—Measure What’s Important Chapter List 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 Once you get it, what’s next?

The keys to success are to make sure that most of the goals relate to your core business and that both strategic and operational goals are realistic and achievable. Here’s how to set it: Don’t get overly caught up in the excitement of strategic planning at the expense of working to fulfill your organization’s basic mission. com to register it. Thanks . of your planning time should really be devoted to chasing a vision. Do spend 80 percent of your planning time on goals that link to your core business.

What’s needed is a set of rules. Remember when you were in grade school? There were a lot of rules back then. There were rules about raising your hand to ask a question, talking in class, chewing gum, interrupting others, pushing, and cheating. It did not take long to learn these rules, and the few kids who did violate them usually experienced immediate negative consequences. As kids go from elementary school to middle school to high school, the rules become fewer, and more of our behavior is left to our own judgment.

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