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Too Good To Fail?: Why Management Gets it Wrong and How You Can Get It Right

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Too Good To Fail?: Why Management Gets it Wrong and How You Can Get It Right

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Description

  • Copyright 2013
  • Pages: 256
  • Edition: 1st
  • eBook (Watermarked)
  • ISBN-10: 0-13-383772-6
  • ISBN-13: 978-0-13-383772-8

Business leaders the world over are hardwired to focus on success. But what if understanding failure is the real secret behind enduring performance?

In Too Good To Fail?, Jan Filochowski turns his twenty years’ experience as a CEO and turnaround specialist into practical advice for business managers. 

Sample Content

Table of Contents

Acknowledgements

About the author 

Introduction

PART ONE: UNDERSTANDING FAILURE 

Chapter 1 – Mentioning the Unmentionable 

- What failure looks like

- The omnipresence of failure

- Measuring success and failure

- Misrepresenting success and failure

- The infectiousness of failure

Chapter 2 – The Pattern of Failure: The Yosemite Curve   

 

- Phase 1: Struggle

- Phase 2: Denial

- Phase 3: Freefall

- Phase 4: Rock Bottom

- Phase 5: Recovery

- Phase 6: Consolidation

Chapter 3 – Other Types of Failure  

- Total failure – the Niagara drop

- Shallow failure: the frying pan

- Broadening failure: the Grand Canyon

PART TWO:  AVOIDING FAILURE  

Chapter 4 – Passive Warning Signs

- Ignorance

- Certainty

- Complacency

Chapter 5 – Active Alarm bells  

- Obsession

- Manipulation

- Evasion

Chapter 6 – The cultural litmus test

-    A reckless culture?

-    A culture of false reassurance?

-    A culture of gaming?

-    A culture of control?

PART THREE: CURING FAILURE  

Chapter 7 – Regaining confidence

- Talking to staff

-  Reaching outside

-  Responding

-  Retaining Momentum

-  Trumpeting success

Chapter 8 – Getting back in control  

- Digging till you find the cause

- Tackling immediate problems

- Rebuilding the mechanisms for managing

- Unlocking the organisation

PART FOUR: SUCCEEDING  

Chapter 9 – The opposite of failure 

- Adapting

- Giving and getting feedback

- Managing relentlessly

Chapter 10 – The importance of being honest 

- The unbreakable triangle

- Passivity and fatalism

- Risk management and failure

- Understanding process

- Redesigning to solve

Chapter 11 – Mining the data

- The devil is in the detail

- Finding the kernel of truth

- Approximating

- Using information for performance management

- Turning the world upside down

Chapter 12 – Fault tolerance, randomness and pattern  

- Living with imperfection

- Managing the unknown

- Randomness and pattern

- Spikiness

- Talent or luck?

Chapter 13 – Gauging the environment 

- Horizon scanning

- Rule changes

- Togetherness and partnership

Chapter 14 – The attentive manager

- Dividing to grasp

- Being attentive

- Elucidation

- Restricting your priorities

- Understanding what is important

Final thoughts  

- Is success down to the individual or the approach?

- Management or leadership?

- Managing to lead

- Good at being imperfect

Appendix:  A Personal Account  

Index

Updates

Submit Errata

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