Problem
People trust performance more than promises.
Action
Demonstrate your value through completed work.
Outcome
You earn credibility and respect.
Chapter: WACADAD (“Words are cheap and deeds are dear”)
Problem
Low-value roles can limit advancement.
Action
Accept positions that place greater value on your work.
Outcome
You move toward larger opportunities.
Chapter: Always Take the Job That Offers the Most Money
Problem
Indirect roles provide limited operating experience.
Action
Pursue positions with direct responsibility for outcomes.
Outcome
You build stronger leadership credentials.
Chapter: Avoid Staff Jobs, Seek Line Jobs
Problem
Career growth stalls without personal ownership.
Action
Plan and manage your own career path.
Outcome
Your progress becomes more deliberate.
Chapter: Don’t Expect Human Resources to Plan Your Career
Problem
Businesses fail when customers leave.
Action
Spend time gaining and retaining customers.
Outcome
The business grows more consistently.
Chapter: Get and Keep Customers
Problem
Low energy reduces performance.
Action
Exercise regularly and protect your health.
Outcome
You sustain higher productivity.
Chapter: Keep Physically Fit
Problem
Comfort slows personal growth.
Action
Take on challenging tasks that require persistence.
Outcome
You become more capable and resilient.
Chapter: Do Something Hard and Lonely
Problem
Angry messages can cause lasting damage.
Action
Avoid sending hostile or emotional emails.
Outcome
Professional relationships remain strong.
Chapter: Never Write a Nasty E-Mail
Problem
Constant activity weakens judgment.
Action
Set aside one hour each day for focused thinking.
Outcome
You make better decisions.
Chapter: Think for One Hour Every Day
Problem
Good ideas are easily forgotten.
Action
Write down useful ideas in a dedicated notebook.
Outcome
You build a valuable source of future solutions.
Chapter: Keep and Use a Special “Idea Notebook”
Problem
Social pressure can distract from priorities.
Action
Limit drinking with coworkers.
Outcome
You maintain better discipline and focus.
Chapter: Don’t Have a Drink with the Gang
Problem
Smoking damages long-term health.
Action
Do not smoke.
Outcome
You protect your health and stamina.
Chapter: Don’t Smoke
Problem
Some social events provide little value.
Action
Skip office parties that do not serve an important purpose.
Outcome
You gain more time for meaningful work.
Chapter: Skip All Office Parties
Problem
Leaders can lose touch with employees.
Action
Ask people how they are doing every week.
Outcome
You stay informed about important issues.
Chapter: Friday Is “How Ya Doin’?” Day
Problem
Important information often comes from unexpected sources.
Action
Develop relationships with employees at every level.
Outcome
You gain broader insight and support.
Chapter: Make Allies of Your Peers’ Subordinates
Problem
People dislike feeling unnoticed.
Action
Remember and use first names consistently.
Outcome
Relationships become stronger.
Chapter: Know Everybody by Their First Name
Problem
Good work often goes unnoticed.
Action
Praise strong performance as soon as you see it.
Outcome
People feel valued and motivated.
Chapter: Organize “One-Line, Good-Job” Tours
Problem
Many opportunities are missed by stopping too soon.
Action
Take one additional step before quitting.
Outcome
You increase your chances of success.
Chapter: Make One More Call
Problem
Small amounts of lost time add up.
Action
Arrive early and leave a little later.
Outcome
You accomplish more work.
Chapter: Arrive Forty-Five Minutes Early and Leave Fifteen Minutes Late
Problem
Work can consume personal life.
Action
Complete office work at the office whenever possible.
Outcome
You maintain better balance and recovery.
Chapter: Don’t Take Work Home from the Office
Problem
Important opportunities require credibility.
Action
Create value before seeking inclusion.
Outcome
Others invite you into important activities.
Chapter: Earn Your “Invitation Credentials”
Problem
Business travel can become distracting.
Action
Focus on your objectives while traveling.
Outcome
You remain productive and effective.
Chapter: Avoid Superiors When You Travel
Problem
Frequent socializing interrupts concentration.
Action
Choose solitude when important work requires attention.
Outcome
You complete more meaningful tasks.
Chapter: Eat in Your Hotel Room
Problem
Travel time is often wasted.
Action
Use flights and travel time to get productive work done.
Outcome
You gain additional output.
Chapter: Work, Don’t Read Paperbacks, on the Airplane
Problem
Important personal details are easily forgotten.
Action
Maintain organized records about key contacts.
Outcome
You manage relationships more effectively.
Chapter: Keep a “People File”
Problem
Routine messages are often forgotten.
Action
Send handwritten notes of thanks or recognition.
Outcome
Your message has a greater impact.
Chapter: Send Handwritten Notes
Problem
Online activity can waste attention.
Action
Use social media only for clear purposes.
Outcome
You preserve focus and time.
Chapter: Social Media or Antisocial Media?
Problem
Excessive familiarity can cloud judgment.
Action
Keep relationships with superiors professional.
Outcome
You preserve objectivity and credibility.
Chapter: Don’t Get Buddy-Buddy with Your Superiors
Problem
Hidden problems become harder to solve.
Action
Address significant issues openly and quickly.
Outcome
Solutions happen sooner.
Chapter: Don’t Hide an Elephant
Problem
Continuous work reduces effectiveness.
Action
Use your vacation time fully.
Outcome
You return with more energy and perspective.
Chapter: Always Take Vacations
Problem
Important opportunities are easy to miss.
Action
Say yes to reasonable requests from senior executives.
Outcome
You gain trust and visibility.
Chapter: Always Say “Yes” to a Senior Executive Request
Problem
Unexpected surprises damage trust.
Action
Communicate important developments early.
Outcome
Your boss gains confidence in you.
Chapter: Never Surprise Your Boss
Problem
Leaders depend on strong support.
Action
Contribute actively to your boss’s success.
Outcome
Your influence and value increase.
Chapter: Make Your Boss Look Good, and Your Boss’s Boss Look Better
Problem
Small errors can become costly.
Action
Speak up when you see a leader heading toward a mistake.
Outcome
Better decisions are made.
Chapter: Never Let a Good Boss Make a Mistake
Problem
Knowledge becomes outdated.
Action
Dedicate regular time to study and research.
Outcome
Your expertise continues to grow.
Chapter: Go to the Library One Day a Month
Problem
Routine limits development.
Action
Pursue one significant new challenge every year.
Outcome
You continue to grow and learn.
Chapter: Add One Big New Thing to Your Life Each Year
Problem
Experience alone can be slow and expensive.
Action
Study respected business books.
Outcome
You gain valuable lessons faster.
Chapter: Study These Books
Problem
Appearance influences perception.
Action
Present yourself professionally.
Outcome
Others see you as more capable and credible.
Chapter: Dress for a Dance
Problem
Strong organizations require strong employees.
Action
Spend time developing the people around you.
Outcome
Team capability increases.
Chapter: Overinvest in People
Problem
Talented people leave when they feel undervalued.
Action
Pay strong contributors well.
Outcome
You retain valuable talent.
Chapter: Overpay Your People
Problem
Assumptions often lead to mistakes.
Action
Observe carefully and listen fully before responding.
Outcome
Your understanding becomes more accurate.
Chapter: Stop, Look, and Listen
Problem
Visible commitment affects trust.
Action
Support your organization publicly and sincerely.
Outcome
You strengthen your reputation.
Chapter: Be a Flag-Waving Company Patriot
Problem
Incomplete facts weaken decisions.
Action
Identify and fill important information gaps.
Outcome
Your decisions become more reliable.
Chapter: Find and Fill the “Data Gaps”
Problem
Poor preparation creates avoidable risk.
Action
Research extensively before taking action.
Outcome
Execution becomes more effective.
Chapter: Homework, Homework, Homework
Problem
Strong emotions impair judgment.
Action
Control your reactions during difficult situations.
Outcome
You think more clearly and act more effectively.
Chapter: Never Panic or Lose Your Temper
Problem
Complex language creates confusion.
Action
Use simple and direct words.
Outcome
People understand you more easily.
Chapter: Learn to Speak and Write in Plain English
Problem
People remember how they are treated.
Action
Show respect to every person.
Outcome
You build stronger relationships.
Chapter: Treat All People as Special
Problem
Taking credit damages trust.
Action
Recognize the contributions of others.
Outcome
You encourage cooperation and loyalty.
Chapter: Be a Credit Maker, Not a Credit Taker
Problem
Routine rewards lose impact over time.
Action
Give surprise bonuses for exceptional work.
Outcome
Motivation and engagement increase.
Chapter: Give Informal Surprise Bonuses
Problem
Rudeness creates unnecessary friction.
Action
Be polite with everyone.
Outcome
Interactions become smoother and more productive.
Chapter: Please, Be Polite with Everyone
Problem
People often feel underappreciated.
Action
Use positive words to recognize others.
Outcome
People feel respected and encouraged.
Chapter: Ten Things to Say That Make People Feel Good
Problem
Meaningful success requires effort.
Action
Complete difficult work before expecting rewards.
Outcome
Achievement becomes more likely.
Chapter: The Glory and the Glamour Come After the Gruntwork
Problem
One approach does not fit every situation.
Action
Test different methods and ideas.
Outcome
You discover better ways to succeed.
Chapter: Tinker, Tailor, Try
Problem
Rushing creates mistakes.
Action
Work carefully and deliberately.
Outcome
Quality improves, and errors decrease.
Chapter: Haste Makes Waste
Problem
Successful opportunities are often underused.
Action
Increase effort and resources behind proven successes.
Outcome
Results grow faster.
Chapter: Pour the Coals to a Good Thing
Problem
Bias can hide valuable ideas.
Action
Evaluate ideas without considering who proposed them.
Outcome
Better ideas receive attention.
Chapter: Put the Importance on the Bright Idea, Not the Source of the Idea
Problem
Political games distract from performance.
Action
Focus on results rather than internal power struggles.
Outcome
Your reputation remains stronger.
Chapter: Stay Out of Office Politics
Problem
Lateness signals unreliability.
Action
Arrive before every commitment.
Outcome
People see you as dependable.
Chapter: Never Be Late
Problem
Neglect reduces effectiveness.
Action
Maintain professional presentation and competence.
Outcome
You project confidence and capability.
Chapter: Look Sharp and Be Sharp
Problem
Leadership skills require examples.
Action
Study and emulate exceptional leaders.
Outcome
Your leadership improves.
Chapter: Emulate, Study, and Cherish the Great Boss
Problem
Overspending weakens performance.
Action
Stay within budget limits.
Outcome
Resources are used more effectively.
Chapter: Don’t Go Over Budget
Problem
Overconfidence creates vulnerability.
Action
Prepare as though every opponent is strong.
Outcome
You compete more effectively.
Chapter: Never Underestimate an Opponent
Problem
Emotional responses can worsen criticism.
Action
Respond to personal attacks with a brief factual statement.
Outcome
You protect your credibility.
Chapter: Assassinate the Character Assassin with a Single Phrase
Problem
Inaction creates regret.
Action
Pursue worthwhile opportunities when they appear.
Outcome
You reduce future regrets.
Chapter: Become a Member of the “Shouldn’t Have Club”
Problem
Good ideas fail when execution is weak.
Action
Focus relentlessly on implementation quality.
Outcome
Plans produce stronger results.
Chapter: The Concept Doesn’t Have to Be Perfect, but the Execution of It Does
Problem
Forgotten mistakes are repeated.
Action
Record errors and the lessons they provide.
Outcome
Your future performance improves.
Chapter: Record and Collect Your Mistakes with Care and Pride
Problem
Dwelling on the past slows progress.
Action
Concentrate on current priorities and future plans.
Outcome
You move forward consistently.
Chapter: Live for Today, Plan for Tomorrow, Forget About Yesterday
Problem
Constant seriousness increases stress.
Action
Enjoy appropriate moments of humor.
Outcome
Work becomes more enjoyable.
Chapter: Have Fun, Laugh
Problem
Career demands can strain personal relationships.
Action
Give family the same attention you give important clients.
Outcome
Relationships remain strong and healthy.
Chapter: Treat Your Family as Your Number One Client
Problem
Effort lacks direction without objectives.
Action
Define specific goals for important outcomes.
Outcome
Progress becomes easier to measure.
Chapter: No Goals, No Glory
Problem
Employees value personal recognition.
Action
Learn and remember details about your employees’ spouses.
Outcome
Trust and loyalty increase.
Chapter: Always Remember Your Subordinates’ Spouses
Problem
Distance from customers weakens decisions.
Action
View business issues through the eyes of salespeople.
Outcome
You become more customer-focused.
Chapter: See the Job Through the Salespeople’s Eyes
Problem
Weak selling reduces business results.
Action
Negotiate firmly when representing your product or service.
Outcome
You achieve stronger outcomes.
Chapter: Be a Very Tough “Heller Seller”
Problem
Growth without purpose wastes resources.
Action
Expand only when expansion serves the business.
Outcome
The organization remains efficient.
Chapter: Don’t Be an Empire Builder
Problem
Administrative tasks can crowd out productive activity.
Action
Prioritize products, customers, and sales.
Outcome
Business performance improves.
Chapter: Push Products, Not Paper
Problem
Knowledge has limited impact when not shared.
Action
Regularly teach others what you know.
Outcome
Your influence and understanding grow.
Chapter: To Teach Is to Learn and to Lead
Problem
Good ideas often face early resistance.
Action
Continue developing worthwhile ideas despite criticism.
Outcome
More valuable ideas reach completion.
Chapter: Do Not Get Discouraged by the Idea Killers