ix The ideas presented in this book... [are] universally applicable.
p.7 Values are a principle or an ideal that is intrinsically desirable. They help
us shape and interpret the state of our world and aid in our understanding of how it works. They're derived from
our... experiences... They influence how we feel, think, react, and behave... they're individually derived and experienced
p.54 you need to have a vision.
An effective vision has several unique characteristics. It must be compelling
and plausible, as it must be translated into organizational realities. It must allow followers to imagine
the desired future state of the enterprise, serving the long-term interests of all constituents. It must
have focus such that followers will understand it as the basis for all future decision making. It must be
relatively simple, easy to communicate, and easy to explain. It must be ambitious and inspirational,
having both intellectual and emotional appeal.
p.58 Like the vision statement, your strategy is forward looking... Strategy is usually
stated in the form of specific objectives that are measurable and time bound... The level of detail in each objective will
vary... Begin your discussion about strategy by focusing on what it takes to make your vision a reality...
stay realistic and focused... The power of strategy... is derived from its ability to direct... actions... according
to your competitive advantage.
p.67 Evidence suggests that your success as a leader is based, to a large degree, on your ability to identify
and clarify values, communicate them, and harmoniously align your strategies and businesses practices.
p.127 It has been said, "What gets measured, gets done." However, be careful what you ask for. Too
many or the "wrong" metrics may take you off course.
Some rules of thumb include making sure that the data used to measure progress is objective,
readily accessible, reliable, and has clarity of purpose. Be sure that it's well defined and calculation methods
are understood
