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How Did That Happen?: Holding People Accountable for Results the Positive, Principled Way
The New York Times bestseller that provides a simple, proven approach to improve accountability and the bottom line.
The economy crashes, the government misfires, businesses fail, leaders don't lead, managers don't manage, and people don't follow through, leaving us asking, "How did that happen?"
Surprises caused by a lack of personal accountability plague almost every organization today, from the political arena to large and small businesses. How Did That Happen? offers a proven way to eliminate these nasty surprises, gain an unbeatable competitive edge, and enhance performance by holding others accountable the positive, principled way.
As the experts on workplace accountability and the authors of The Oz Principle , Roger Connors and Tom Smith tackle the next crucial step everyone can take, whether working as a manager, supervisor, CEO, or individual creating greater accountability in all the people on whom you depend.
The economy crashes, the government misfires, businesses fail, leaders don't lead, managers don't manage, and people don't follow through, leaving us asking, "How did that happen?"
Surprises caused by a lack of personal accountability plague almost every organization today, from the political arena to large and small businesses. How Did That Happen? offers a proven way to eliminate these nasty surprises, gain an unbeatable competitive edge, and enhance performance by holding others accountable the positive, principled way.
As the experts on workplace accountability and the authors of The Oz Principle , Roger Connors and Tom Smith tackle the next crucial step everyone can take, whether working as a manager, supervisor, CEO, or individual creating greater accountability in all the people on whom you depend.
272 pages, Paperback
First published January 1, 2009
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Displaying 1 - 30 of 32 reviews
November 25, 2025
How Did That Happen?: Holding People Accountable for Results the Positive, Principled Way
is a powerfully usable book that completely lives up to the promise of its title. Reading this book absolutely brings benefit and insight to any one seeking to have their expectations fully met! While it is written for business, institutional, and more professional environments, this book's simple and memorable principles easily can also be applied to personal relationships as well.
The authors laid out this book beautifully and succinctly. They have created a model of one ring wrapped around another, in what they label as the Accountability Sequence, as follows.
The OUTER Ring: Establishing Expectations
The INNER Ring: Managing Unmet Expectations.
The OUTER Ring is where you Form, Communicate, Align, and Inspect Expectations.
The INNER Ring is where you have the "Accountability Conversation" both up-line and down-line of your "Expectations Chain" (i.e., all who are involved in making the expectations come to a positive end result). Hence, the INNER Ring is where you address the "Four Solutions:" Motivation, Training, Accountability, and Culture.
Hence, between its INTRODUCTION and CONCLUSION, How Did That Happen? is structured in 10 obvious chapters, split between the two rings. The book's table of CONTENTS displays this perfectly:
INTRODUCTION
Chapter One: THE OUTER RING
Chapter Two: FORM EXPECTATIONS
Chapter Three: COMMUNICATE EXPECTATIONS
Chapter Four: ALIGN EXPECTATIONS
Chapter Five: INSPECT EXPECTATIONS
Chapter Six: THE INNER RING
Chapter Seven: EXAMINE MOTIVATION
Chapter Eight: EVALUATE TRAINING
Chapter Nine: ASSESS ACCOUNTABILITY
Chapter Ten: CONSIDER CULTURE
CONCLUSION
APPENDIX
INDEX
Between the CONCLUSION and the INDEX, the authors also offer a page for COMPLIMENTARY RESOURCES, followed by a genuinely helpful two-page APPENDIX of page-listings of all the "Models, Self-Assessments, and Charts & Lists" throughout the book.
The last three pages of the book share the three other books that the authors have also written on this important topic of "Accountability."
Even in addition to such straight-forward guidance, How Did That Happen? also provides some truly useful, easily-memorable, and powerful insights. Herewith, I happily share just three of their numerous examples.
First, Page 128, points out the three types of "realities:" the Phantom Reality, the (actual) Reality, and the Desired Reality. These are all necessary to deliberately address/observe when contemplating the Expectation.
Second, Page 183 identifies the differences between both Literal Listeners vs. Figurative Listeners and Literal Communicators vs Figurative Communicators - and how misunderstandings and conflicts can emerge between such differing styles.
Third, Page 191 provides an excellent "Above the Line" and "Below the Line" model to remember. People who think "Above the Line" take the steps to accountability to "See It, Own It, Solve It, and Do It." Others who think "Below the Line" participate in "the Blame Game" of making excuses without responsibility. It is important to help people come back up "Above the Line" in their attitudes and thinking processes.
Readers of this Book Review here will likely want to read this book to learn of even more of such similarly excellent insights from How Did That Happen?: Holding People Accountable for Results the Positive, Principled Way .
Noting that title, the authors identify their approach as "a positive, principled way" so as to make it clear that this has nothing to do with "fakery" or manipulation. Indeed, they make it an adamant point that these are principles for helping every person up and down one's "Expectations Chain" to have a personal "buy-in" to the defined Expectations. It addresses the difference between Complyment vs. Complete Alignment, while equally noting the natural personality types of leaders who either tend toward "Coerce & Compel" style, or "Wait & See" style, or combinations of both styles. Absolutely, this book is about honesty, positivity, and principles.
I read this 272-page book over a period of 32 actual days - from October 24 through November 24, 2025.
It took me 670 minutes (11 hours and 10 minutes) to completely read in entirety - including underlining and making margin notes. (I would add 5 more minutes to the total in order to also include reading the ACKNOWLEDGMENTS on pp. xi - xii and reading the ABOUT THE AUTHORS on pages 253-255 after the INDEX. Due to their placement in the book, I had not initially counted those two specific read-times.)
This book, How Did That Happen? , was given to me from my beloved bride as a Christmas 2021 gift. It is now the 22nd such gift-book that I have read since she breathed her last breath peacefully in my arms over 17 months ago (as I write this on November 24, 2025).
I strongly recommend this book. This surely provides a useful set of principles to apply for any kind of entity, business, or institution, as well as for any various branches, segments, or departments within each. For any group or individual seeking to have expectations met, this book provides powerful tools to utilize. I could, would, and even DO say that it can also be used for almost ANY personal relationships, too, especially where there might/could be unmet expectations. Truly, I perceive that just about anybody with an expectation of any kind from anyone else could benefit from reading this book. Hence, I repeat: I strongly recommend this book.
How Did That Happen?: Holding People Accountable for Results the Positive, Principled Way
by Roger Conners and Tom Smith
is a 5-Star book.
The authors laid out this book beautifully and succinctly. They have created a model of one ring wrapped around another, in what they label as the Accountability Sequence, as follows.
The OUTER Ring: Establishing Expectations
The INNER Ring: Managing Unmet Expectations.
The OUTER Ring is where you Form, Communicate, Align, and Inspect Expectations.
The INNER Ring is where you have the "Accountability Conversation" both up-line and down-line of your "Expectations Chain" (i.e., all who are involved in making the expectations come to a positive end result). Hence, the INNER Ring is where you address the "Four Solutions:" Motivation, Training, Accountability, and Culture.
Hence, between its INTRODUCTION and CONCLUSION, How Did That Happen? is structured in 10 obvious chapters, split between the two rings. The book's table of CONTENTS displays this perfectly:
INTRODUCTION
Chapter One: THE OUTER RING
Chapter Two: FORM EXPECTATIONS
Chapter Three: COMMUNICATE EXPECTATIONS
Chapter Four: ALIGN EXPECTATIONS
Chapter Five: INSPECT EXPECTATIONS
Chapter Six: THE INNER RING
Chapter Seven: EXAMINE MOTIVATION
Chapter Eight: EVALUATE TRAINING
Chapter Nine: ASSESS ACCOUNTABILITY
Chapter Ten: CONSIDER CULTURE
CONCLUSION
APPENDIX
INDEX
Between the CONCLUSION and the INDEX, the authors also offer a page for COMPLIMENTARY RESOURCES, followed by a genuinely helpful two-page APPENDIX of page-listings of all the "Models, Self-Assessments, and Charts & Lists" throughout the book.
The last three pages of the book share the three other books that the authors have also written on this important topic of "Accountability."
Even in addition to such straight-forward guidance, How Did That Happen? also provides some truly useful, easily-memorable, and powerful insights. Herewith, I happily share just three of their numerous examples.
First, Page 128, points out the three types of "realities:" the Phantom Reality, the (actual) Reality, and the Desired Reality. These are all necessary to deliberately address/observe when contemplating the Expectation.
Second, Page 183 identifies the differences between both Literal Listeners vs. Figurative Listeners and Literal Communicators vs Figurative Communicators - and how misunderstandings and conflicts can emerge between such differing styles.
Third, Page 191 provides an excellent "Above the Line" and "Below the Line" model to remember. People who think "Above the Line" take the steps to accountability to "See It, Own It, Solve It, and Do It." Others who think "Below the Line" participate in "the Blame Game" of making excuses without responsibility. It is important to help people come back up "Above the Line" in their attitudes and thinking processes.
Readers of this Book Review here will likely want to read this book to learn of even more of such similarly excellent insights from How Did That Happen?: Holding People Accountable for Results the Positive, Principled Way .
Noting that title, the authors identify their approach as "a positive, principled way" so as to make it clear that this has nothing to do with "fakery" or manipulation. Indeed, they make it an adamant point that these are principles for helping every person up and down one's "Expectations Chain" to have a personal "buy-in" to the defined Expectations. It addresses the difference between Complyment vs. Complete Alignment, while equally noting the natural personality types of leaders who either tend toward "Coerce & Compel" style, or "Wait & See" style, or combinations of both styles. Absolutely, this book is about honesty, positivity, and principles.
I read this 272-page book over a period of 32 actual days - from October 24 through November 24, 2025.
It took me 670 minutes (11 hours and 10 minutes) to completely read in entirety - including underlining and making margin notes. (I would add 5 more minutes to the total in order to also include reading the ACKNOWLEDGMENTS on pp. xi - xii and reading the ABOUT THE AUTHORS on pages 253-255 after the INDEX. Due to their placement in the book, I had not initially counted those two specific read-times.)
This book, How Did That Happen? , was given to me from my beloved bride as a Christmas 2021 gift. It is now the 22nd such gift-book that I have read since she breathed her last breath peacefully in my arms over 17 months ago (as I write this on November 24, 2025).
I strongly recommend this book. This surely provides a useful set of principles to apply for any kind of entity, business, or institution, as well as for any various branches, segments, or departments within each. For any group or individual seeking to have expectations met, this book provides powerful tools to utilize. I could, would, and even DO say that it can also be used for almost ANY personal relationships, too, especially where there might/could be unmet expectations. Truly, I perceive that just about anybody with an expectation of any kind from anyone else could benefit from reading this book. Hence, I repeat: I strongly recommend this book.
How Did That Happen?: Holding People Accountable for Results the Positive, Principled Way
by Roger Conners and Tom Smith
is a 5-Star book.
February 21, 2018
READ 2018
This is an excellent piece for anyone interested in becoming accountable, or helping their team become accountable.
This is an excellent piece for anyone interested in becoming accountable, or helping their team become accountable.
October 1, 2023
This is meant as an instructional resource for upper management types.Concerning how to get those lower down in the organizational structure to adhere to company goals.
The entire argument of the work is presented in the introduction chapter(get everyone on the same page and you can hold them accountable/increase profits). There you're done, no reason to read further.
As everything else that follows is reiterating the same point over and over again through use of disembodied personal anecdotes and referencing the authors past books(also through the perplexing use of the phrase "hearts and minds").
Also for a work discussing the importance of getting everyone in an organization on the same page, not once does the work advocate having those who have to carry out upper level company objectives be given a voice in deciding what those objectives are.
Meaning the most pronounced disconnected in many large organizational structures (which leads to all sorts of issues)is utterly absent in a book devoted to advocating for straightening communication and interconnection inside an organization.
Also many of those anecdotes don't paint the picture the author think they do.
Such as the story of the lower level manager who said a goal couldn't be reached without more funding and staff, the upper manager told him to kick rocks and just get it done.
Lower manager somehow meets their yearly goal, only to be rewarded with more budget cuts and staff reductions the following year.
I could go on but yeah, this work isn't worth anyone's time, also it (unintentional) shows many toxic workplace practices and ideals in the modern workplace.
The entire argument of the work is presented in the introduction chapter(get everyone on the same page and you can hold them accountable/increase profits). There you're done, no reason to read further.
As everything else that follows is reiterating the same point over and over again through use of disembodied personal anecdotes and referencing the authors past books(also through the perplexing use of the phrase "hearts and minds").
Also for a work discussing the importance of getting everyone in an organization on the same page, not once does the work advocate having those who have to carry out upper level company objectives be given a voice in deciding what those objectives are.
Meaning the most pronounced disconnected in many large organizational structures (which leads to all sorts of issues)is utterly absent in a book devoted to advocating for straightening communication and interconnection inside an organization.
Also many of those anecdotes don't paint the picture the author think they do.
Such as the story of the lower level manager who said a goal couldn't be reached without more funding and staff, the upper manager told him to kick rocks and just get it done.
Lower manager somehow meets their yearly goal, only to be rewarded with more budget cuts and staff reductions the following year.
I could go on but yeah, this work isn't worth anyone's time, also it (unintentional) shows many toxic workplace practices and ideals in the modern workplace.
September 25, 2012
How Did That Happen? is written by two management consultants who seek to share their wisdom on how to set expectations and hold people accountable (or rather, encourage them to take accountability for themselves).
The authors have many wise points to make, and I'm glad I took the time to read the book. My biggest complaint is that they have developed a specialized vocabulary of capitalized terms--Inner Ring, Outer Ring, Above the Line, etc.--that they seem to think people will actually use. The Conclusion, where the authors have a mock conversation using all these terms, was simply laughable.
Still, if you can ignore that weakness, you'll find your leadership skills strengthened by applying the wisdom presented in this book.
The authors have many wise points to make, and I'm glad I took the time to read the book. My biggest complaint is that they have developed a specialized vocabulary of capitalized terms--Inner Ring, Outer Ring, Above the Line, etc.--that they seem to think people will actually use. The Conclusion, where the authors have a mock conversation using all these terms, was simply laughable.
Still, if you can ignore that weakness, you'll find your leadership skills strengthened by applying the wisdom presented in this book.
December 20, 2015
Great, practical advice for anyone who is responsible for the results of others. All supervisors should read this.
February 7, 2018
I have an inherent hatred of self-help books. This is a self-help book. I was half expecting a PATENTED PHRASE™ every other sentence. Instead I got it EVERY sentence. I'm surprised they waited until the end to sell me DVDs rather than throughout.
This book, like all self-help books, reads like astrology. You read what you want to see. There's no thoroughness, rationality/logic, or reasonable doubt. "If you follow our patented Outer and Inner Ring methods, you WILL succeed at accountability" (Why rings? The book never explains).
Of course, when you can't just "align" (i.e. inspire) your workers to see it your way with the checkboxes they provide, it's ultimately your fault for not following through.
I didn't need to read 240 pages to follow a BULLSHIT PATENTED METHOD™ for inspiring workers.
This book, like all self-help books, reads like astrology. You read what you want to see. There's no thoroughness, rationality/logic, or reasonable doubt. "If you follow our patented Outer and Inner Ring methods, you WILL succeed at accountability" (Why rings? The book never explains).
Of course, when you can't just "align" (i.e. inspire) your workers to see it your way with the checkboxes they provide, it's ultimately your fault for not following through.
I didn't need to read 240 pages to follow a BULLSHIT PATENTED METHOD™ for inspiring workers.
March 18, 2023
It is a good read for anyone who has started getting into managerial shoes, building their own teams, and learning to create a culture of accountability. Well-structured content, layering the problems into different stages, some entirely in your control (expectation setting and alignment), others being a mix of factors within (motivation issues)/ outside your control (inadequate skills) and how you can approach each one of them. Some of the jargons could have been avoided, but overall a good read.
January 15, 2020
Some really great content in this book. If someone were to come up with a summary version it would be better. It was pretty painful to wade through all the made up jargon, self promotion, story examples for concepts that really didn’t require it, and redundancies. It was worth the effort, but it certainly didn’t need to be so difficult.
April 18, 2020
A must read!
For those who want to develop their skills of holding people accountable, a must-read.
People use this word a lot without really knowing what it means.
This book, along with Crucial Accountability, will give you the software upgrade you need to master Accountability conversations.
For those who want to develop their skills of holding people accountable, a must-read.
People use this word a lot without really knowing what it means.
This book, along with Crucial Accountability, will give you the software upgrade you need to master Accountability conversations.
November 8, 2024
An essential tool in leadership
This book provides tools designed to enhance leadership combined with positive accountability. This will quickly become an essential part of my toolkit.
This book provides tools designed to enhance leadership combined with positive accountability. This will quickly become an essential part of my toolkit.
June 6, 2020
Revolutionary
An actionable tool guide for redefining the way we implement ACCOUNTABILITY. A must read for all leaders. I wish I read this when I first became a manager.
An actionable tool guide for redefining the way we implement ACCOUNTABILITY. A must read for all leaders. I wish I read this when I first became a manager.
December 28, 2021
Practical guidance through accountability - what it is, how to share the vision of an accountable organization, and how to keep accountability in play within your teams.
December 6, 2023
Great advice on how to become accountable, but especially how to help others achieve their goals.
I’ll be putting lots of these ideas into practice very soon.
I’ll be putting lots of these ideas into practice very soon.
July 2, 2025
《Los que pueden hacen, los que no pueden enseñan》
Te dejo el link de la reseña completa:
https://www.instagram.com/p/DLFOPQAgB...
Te dejo el link de la reseña completa:
https://www.instagram.com/p/DLFOPQAgB...
August 25, 2022
Accountable people get results. Accountable cultures produce results. If you work for a living, and other people are involved in the process, then this book is a must-read, both for you and for others in your organization.
How Did That Happen? shows you how to hold others accountable for delivering on expectations in a positive, principled way that delivers results. The authors present a systematic framework for establishing expectations (The Outer Ring) and dealing with unmet expectations (The Inner Ring).
The Outer Ring—to hold someone accountable means to effectively perform four actions—form, communicate, align and inspect—that contribute to the fulfillment of an expectation.
The journey to completing The Outer Ring includes helpful checklists and self-assessments including:
~ The Five Connection Questions
~ Seven Clues for Detecting a Negative Connection
~ The Top Five Reasons People Don't Hold Others Accountable
~ The Seven Most Common Mistakes People Make When Communicating Expectations
The Inner Ring—to determine why expectations are falling short requires "accountability conversations" that help you assess the need for one of four solutions—motivation, training, accountability and culture.
The journey to completing The Inner Ring includes helpful checklists and self-assessments including:
~ Six Conversation Killers
~ Seven Telltale Measures of Motivation
~ Four Techniques for Enrolling Others in the "Cause"
~ The Five D's Fast Training Model
~ The Five Common Accountability Cultures
The Bottom Line on How Did That Happen?—skillfully managing unmet expectations is a characteristic of any organization that enjoys or aspires to greatness.
How Did That Happen? is my second candidate for Best Business Books of 2010. The first is Getting Things Done published in 2001.
Access Gene Babon's reviews of books on Business Leadership and Business Strategy at Pinterest.
How Did That Happen? shows you how to hold others accountable for delivering on expectations in a positive, principled way that delivers results. The authors present a systematic framework for establishing expectations (The Outer Ring) and dealing with unmet expectations (The Inner Ring).
The Outer Ring—to hold someone accountable means to effectively perform four actions—form, communicate, align and inspect—that contribute to the fulfillment of an expectation.
The journey to completing The Outer Ring includes helpful checklists and self-assessments including:
~ The Five Connection Questions
~ Seven Clues for Detecting a Negative Connection
~ The Top Five Reasons People Don't Hold Others Accountable
~ The Seven Most Common Mistakes People Make When Communicating Expectations
The Inner Ring—to determine why expectations are falling short requires "accountability conversations" that help you assess the need for one of four solutions—motivation, training, accountability and culture.
The journey to completing The Inner Ring includes helpful checklists and self-assessments including:
~ Six Conversation Killers
~ Seven Telltale Measures of Motivation
~ Four Techniques for Enrolling Others in the "Cause"
~ The Five D's Fast Training Model
~ The Five Common Accountability Cultures
The Bottom Line on How Did That Happen?—skillfully managing unmet expectations is a characteristic of any organization that enjoys or aspires to greatness.
How Did That Happen? is my second candidate for Best Business Books of 2010. The first is Getting Things Done published in 2001.
Access Gene Babon's reviews of books on Business Leadership and Business Strategy at Pinterest.
May 26, 2013
This book was released after The OZ Principle and I found it to be a logical companion to The OZ Principle. The OZ Principle focused upon accountability - what it is, how it can practically work, and the benefits it will bring. This book deals with accountability as it relates to expectations in terms of setting them and how to deal with situations where they are not met.
I saw the same theme in this book as I did in The OZ Principle in that it challenged me to fist look inward before I looked outward. This is especially true when it comes to expectations, after all before they can be met they have to be set, and that starts with me.
This book is truly an excellent resource for understanding how to set expectations, manage them to success through motivation and inspection, and how to deal with situations where they aren't met.
I highly recommend this book even if you have not read The OZ Principle, however, if you have the time I would advise reading The OZ Principle first and the following with this book.
I saw the same theme in this book as I did in The OZ Principle in that it challenged me to fist look inward before I looked outward. This is especially true when it comes to expectations, after all before they can be met they have to be set, and that starts with me.
This book is truly an excellent resource for understanding how to set expectations, manage them to success through motivation and inspection, and how to deal with situations where they aren't met.
I highly recommend this book even if you have not read The OZ Principle, however, if you have the time I would advise reading The OZ Principle first and the following with this book.
March 16, 2014
This does a really great job of speaking about working with others to help obtain whatever mission you may have.
I used the principles in conjunction with my end of the year goal setting to establish Goals, Vision, and Key expectation to reach the mission. You may not look at this book (audio is the version I used) to work with Goals and Mission, but I think this is the missing link to things we have done with our team in the past.
You can have your Goals and Vision set out, but if you are leading a team, and you do not have a system to put it into action, you just have a piece of paper- it is the ACTION that makes things happen- this book does a good job sharing how to help teams of people take better action, especially if you find yourself in command of a TEAM. All good organizations have a good
A lot of information, so my intent is to listen this again about mid-year to see if I have missed anything in regards to Accountability and helping our team to work better with each other.
Good stuff!
I used the principles in conjunction with my end of the year goal setting to establish Goals, Vision, and Key expectation to reach the mission. You may not look at this book (audio is the version I used) to work with Goals and Mission, but I think this is the missing link to things we have done with our team in the past.
You can have your Goals and Vision set out, but if you are leading a team, and you do not have a system to put it into action, you just have a piece of paper- it is the ACTION that makes things happen- this book does a good job sharing how to help teams of people take better action, especially if you find yourself in command of a TEAM. All good organizations have a good
A lot of information, so my intent is to listen this again about mid-year to see if I have missed anything in regards to Accountability and helping our team to work better with each other.
Good stuff!
January 15, 2010
While a simple read, this book offers a process for holding folks accountable. Stemming from the fallout of the Hurricane Katrina administration through FEMA, the book recognizes that people need to become responsible for not only finding out what they need to do, but also for sharing expectations of themselves and of others to complete tasks/jobs. This book is more for a person in a leadership position within an organization, rather than a subordinate. The most telling part of the book for me was the assumption that culture can be changed. If a company's culture denies accountability/responsibility for getting things done, then you need to change the culture. The book doesn't address how that culture change gets buy-in, but does suggest additional books in the series to help continue on the path of accountability.
March 14, 2011
Okay, despite my initial grumbling, this actually turned out to be a pretty good book! I am impressed, particularly because I do NOT enjoy business in any way, shape, or form. The introduction was VERY dry and difficult to get through, but once you got into the actual meat of the book, the authors began to weave stories in amongst their advice, and it was really great. A lot of the stories I am sure will stick with me, and I learned some valuable non-management information, too! Such as that the tryptophan in turkey is NOT actually what makes you drowsy, and that CPR has been changed so that you no longer have to perform mouth-to-mouth resuscitation. So, overall, not a bad book! I wouldn't choose to read another management book again until I need to for a class , but I think that overall, this didn't kill me, and certainly made me stronger!
Read
October 25, 2016Was really intrigued by the title particularly the "Positive, Principled Way" so dove into this right after reading the Oz principle by the same author. I didn't feel that some of the jargon was necessary but the concepts/principals themselves I thought were right on the money. As someone who manages a lot of young people extremely relevant for this day and age.
September 12, 2014
The third book in the OZ series which provides more insight into how to improve the business through cultural modification. The three-book series offers some very good, even if common-sense, points that can be used by almost anyone.
October 18, 2015
A lot of information packed into one book. Although it is a dry read that feels like a college textbook, they give clear concise case studies as examples to show how to ensure all employees know what the expectations are.
Read
March 5, 2016Dec 2011 - Setup reviews and establish accountability. Scheduled reviews tend to be too planned and do not accomplish the ultimate goal. Good read recgarding building in processes of accountability. Seems like it could have been accomplished in fewer pages.
April 13, 2016
When you explain to people first explain the Why? What? When? instead of just What? When? You engage their hearts and minds, not just their hands and feet. A decent book -- perhaps should have read the "OZ Principle" first
Read
December 12, 2009Pharmacy Leadership Academy list
Read
March 19, 2013Just couln't get into this one.
September 13, 2012
Details the reason behind telling your employees the 'why' behind your organization or project in order for them to take accountability and ownership ns open communication.
March 30, 2013
A should-read book on human resources for knowledge workers and entrepreneurs.
November 19, 2013
Read this with the other managers at work. I wasn't going to include it in my list of books read this year, but I did read it, and did learn some things - so figured it 'counted'. :)
October 3, 2014
I liked the concepts that were presented and I have already taken "inspect what you expect" to heart. I just struggled to get into a good flow while reading this book.
Displaying 1 - 30 of 32 reviews