CONTENTS -- INTRODUCTION -- CHAPTER ONE: MANAGING THE CORPORATE MISSION -- Encourage the acceptance of new roles -- Implement an up-or-out management policy -- Make management an attractive option to your top performers -- Ensure that the day-to-day lives up to the mission -- CHAPTER TWO: MANAGING THE BRAND -- Cultivating fidelity, bravery, and integrity in the workplace -- CHAPTER THREE: MANAGING READINESS -- The importance of simulation in the workplace -- Cultivate a ''one for all, all for one'' corporate culture -- Win with the tools you have, not the ones you wish you had -- Manage failure -- Develop the habit of visualization -- Ask for a plan! -- CHAPTER FOUR: MANAGING THE LIGHT AT THE END OF THE TUNNEL -- ''Infiltrate'' the customer all the way to the top -- The FBI never gives up -- Publish a Ten Most Wanted Customers list -- Counter (and positively influence) unfair criticism -- CHAPTER FIVE: MANAGING RESOURCES -- Flying squads -- Task-force management -- CHAPTER SIX: MANAGING THE HIGHLY MOTIVATED -- Cultivate good cheer -- Establish an awards board of former recipients -- The importance of budget to performance -- The appeal to self-sacrifice -- CHAPTER SEVEN: MANAGING CRISES (LESSONS FROM SWAT) -- Take control -- The importance of rehearsal -- Conduct shared-goal exercises -- Cultivate maturity and good judgment -- Debrief! and institutionalize best practices -- Keep them well -- Make decisions without second-guessing -- CHAPTER EIGHT: MANAGING THE FUTURE -- Reach out to the next generation -- Hire well -- Make the training relevant to future challenges -- Cultivate flexibility of mind -- The problem with success -- CONCLUSION -- AFTERWORD -- INDEX -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Z.