The Advantage -- Contents -- Introduction -- The Case for Organizational Health -- Stooping to Greatness -- The Three Biases -- Understanding Organizational Health -- Smart Versus Healthy -- Better Light -- Permission to Play -- Health Begets-and Trumps-Intelligence -- The Multiplier Effect -- Media and Academia -- The Price of Poor Health -- The Four Disciplines Model -- Discipline 1: Build a Cohesive Leadership Team -- Discipline 2: Create Clarity -- Discipline 3: Overcommunicate Clarity -- Discipline 4: Reinforce Clarity -- What's it Worth to you? -- Discipline 1: Build a Cohesive Leadership Team -- Defining A Leadership "Team" -- A Small Group of People -- Collectively Responsible -- Common Objectives -- Behavior 1: Building Trust -- Personal Histories -- Profiling -- The Fundamental Attribution Error -- Too Much Vulnerability? -- The Leader Goes First -- Behavior 2: Mastering Conflict -- Discomfort -- Conflict Avoidance -- Conflict Continuum -- Conflict Tools -- Behavior 3: Achieving Commitment -- Specific Agreements -- Behavior 4: Embracing Accountability -- Peer Pressure -- Overcoming the "Wuss" Factor -- Behaviors Versus Measurables -- Team Effectiveness Exercise -- Public Versus Private -- Behavior 5: Focusing on Results -- Collective Goals -- Team Number One -- What's it Worth to you? -- Discipline 2: Create Clarity -- Blather -- Six Critical Questions -- Perfection Paralysis -- Question 1: Why do we Exist? -- Finding Your Reason for Existing -- "Why Do We Exist?" Categories -- Not a Differentiator -- Question 2: How do we Behave? -- Values Stampede -- Different Kinds of Values -- Core Values -- Aspirational Values -- Permission-to-Play Values -- Accidental Values -- Isolating the Core -- Choosing a Name -- Identifying Core Values -- Question 3: What Do We Do? -- Question 4: How will we Succeed? -- Strategic Anchors.

Identifying Anchors -- Question 5: What Is Most Important, Right Now? -- One Thing -- The Thematic Goal (a.k.a. The Rallying Cry) -- Leaders Without Hats -- Defining Objectives -- Standard Operating Objectives -- The One-Page Model -- Question 6: Who Must Do What ? -- The Playbook -- What's it Worth to you? -- Discipline 3: Overcommunicate Clarity -- Cascading Communication -- Top-Down Communication -- Upward and Lateral Communication -- What's it Worth to you? -- Discipline 4: Reinforce Clarity -- Non-Generics -- Recruiting and Hiring -- Gut Feel Versus Structure -- Interviewing -- Orientation -- Performance Management -- Compensation and Rewards -- Recognition -- Firing -- The Centrality of Great Meetings -- Meeting Stew -- The Four Meetings -- 1. Daily Check-Ins -- 2. Tactical Staff Meetings -- 3. Adhoc Topical Meetings -- 4. Quarterly Off-Site Reviews -- Too Much Time in Meetings? -- Seizing the Advantage -- The Leader's Sacrifice -- First Critical Steps -- Ultimate Impact -- Checklist for Organizational Health -- More Resources -- Notes -- Acknowledgments -- About the Author -- Index -- Advert -- EULA.