GETTING RESULTS! --- THE SECRET TO MOTIVATING YOURSELF (previously published as "GMP = The Greatest Management Principle in the World") by Michael LeBoeuf. Berkley, 1985, 1989

Does this sound like where you work? 20 question survey to determine if our illustrious County Library administrators tend to ignore the "GMP" = Greatest Management Principle in the world, which is:


    Do top library administrators :

    [3] Discourage risk taking by penalizing those who take unsuccessful chances? YES!

    [4] Believe that the way the County Library has always done a job is the only way to do it? YES!

    [8] Find it nearly impossible to make rapid decisions or changes because of a morass of policies, procedures, forms and committees? YES!

    [14] Never remember when you are right and never forget when you are wrong? YES!

    Do you as a lower-income full-time professional librarian:

    [16] Feel like a fool for working hard because there is little or no relationship between how well you do your job and how you are rewarded? YES!

    [18] Have lots of good ideas that could help the organization but do not share them because no one is likely to listen and there is nothing in it for you if they do? YES!

    [19] Have to complain loudly (network computer repairs) to get what you want because the squeaking wheel gets the grease and those who quietly do their jobs are ignored? YES!

    [20] Frequently go home exhausted with the feeling that nobody has evaluated the high quality of the work done that day for the record? YES!

INTRODUCTION --- The "greatest management principle" (GMP) in the world is simple and obvious (pxv-xvi)

    [1] Read the book slowly with a pencil to underline key passages

    [2] Make a photocopy of the SUMMARY OF GMP on pages 146-147 and look at it frequently every day!

    [3] For the next week, take a few minutes each day and page through this book, noting the high points you marked! It is a lot easier to apply a principle when it is totally familiar to you and ingrained in your subconscious. The key to familiarity is REPETITION!

    [4] After several readings, write "action plans" for managing others, managing your supervisor and managing yourself! Follow the steps outlined in this summary.

    [5] Set "deadlines" for completing each action plan!

    [6] Make something happen!

PART 1 --- THE BASICS (p1-23)

LESSON ONE --- The "Greatest Management Principle" in the world (p3-11)


LESSON TWO --- The magic question (p12-22)


PART 2 --- STRATEGY (p25-94)

    STRATEGY ONE --- Reward solid solutions instead of quick fixes (p27-32)

    STRATEGY TWO --- Reward risk taking instead of risk avoiding (p33-37)

    STRATEGY THREE --- Reward applied creativity instead of mindless conformity (p38-45)

    STRATEGY FOUR --- Reward decisive action instead of paralysis by analysis (p46-51)

    STRATEGY FIVE --- Reward smart work instead of busywork (p52-57)

    STRATEGY SIX --- Reward simplification instead of needless complication (p58-64)

    STRATEGY SEVEN --- Reward quietly effective behavior instead of squeaking joints (p65-71)

    STRATEGY EIGHT --- Reward quality work instead of fast work (p72-79)

    STRATEGY NINE --- Reward loyalty instead of turnover (p80-85)

    STRATEGY TEN --- Reward working together instead of working against (p86-93)


PART 3 --- ACTION (p95-144)

    ACTION PLAN ONE = the ten best ways to reward work! (p97-108)

    ACTION PLAN TWO = How to be a 10/10 manager (p109-121)

      (1) People do what gets measured! (p114-121)

      (2) You are not managing people. You are leading them! (p121)

    ACTION PLAN THREE = Managing your boss with GMP (p122-133)

    ACTION PLAN FOUR = Be your own best timesaver (p134-144)

      (1) Step One --- Take a time inventory (p135-139)

      (2) Step Two --- Choose a new habit (p139-142)

      (3) Step Three --- Choose a fitting reward (p142-143)

      (4) Step Four --- Reward yourself for three weeks of new behavior (p143-144)

    Only you can control the following three things:

          [1] How you think.

          [2] How you feel.

          [3] How you behave.

EPILOGUE (p145-147)

Everybody works "SMARTER" when there is something in it for them! (p145)

    The next time you hear an expert belaboring the complexities of an organizational problem, you don't have to stay confused. Just ask the "magic question" and everything will come clearly into focus!


POSTSCRIPT --- What is your favorite way to mangage with GMP? (p148-149)

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