Cover -- Title page -- Copyright page -- Dedication -- Contents -- Foreword by Amy Lyman -- Introduction: Creating a Great Workplace -- The Knowledge Base -- Trust, Pride, and Camaraderie -- Trust -- Pride -- Camaraderie -- Chapter 1: The Anatomy of an Excuse -- Why It Matters -- No Excuses -- The Attitude -- The Identity -- The Challenge -- How to Use This Book -- Great Workplaces Bring About Better Societies -- Suspend Your Disbelief -- Organizations Are Complex, Living Systems -- What Best Practices Are and Are Not -- Trust Is the Foundation -- Chapter 2: I Think [Like a Great Workplace Leader], Therefore I Am [a Great Workplace Leader] -- "Great Workplaces Are Born That Way" -- Accurate Information -- Realistic Goals and Expectations -- "Great Workplaces Always Have [Insert Practice Here]" -- "We're Not as Good as Some, But We're Better Than Others" -- "Resolved: We Will Be a Great Workplace by Tomorrow" -- Reflection -- Chapter 3: We Are What We Repeatedly Do -- Basic Elements of an Organizational Identity -- Mission, Vision, and Values -- Strategy -- Management Structure -- Workplace Culture -- Understanding and Alignment -- Focus, Commitment, and Resources -- Chapter 4: I Didn't Have Enough Time to Do It Right -- Time -- Change How, Not What -- See Time as a Critical Investment -- Prioritize -- Persistence -- Personal Characteristics -- Habit -- What to Do Next -- Chapter 5: That's Just Not My Job -- My Goals and Priorities Compete Too Much -- But I Can't Wear That Many Hats -- This Is Someone Else's Problem -- I Don't Have the Power to Create a Great Workplace -- Organizational Politics -- What to Do Next -- Chapter 6: My Industry Is Different -- The Industry Norms Excuse -- Professional Services: Work/Life Balance and Equity -- Manufacturing: Clear Line of Sight and Flexibility -- Not-for-Profit: Doing More with Less.

The "Hunker Down" Excuse -- The "Too Big" Excuse -- What to Do Next -- Chapter 7: It's Just Not the Right Time -- Disruptive Events Come in All Shapes and Sizes -- Mergers and Acquisitions -- Leadership Changes -- Layoffs -- Internal Changes and Spikes -- Terrorism and Societal Unrest -- What Makes Disruptive Events Disruptive? -- Events Happen in Best Companies Too -- Find Your Footing -- Create an Open Dialogue -- Think Creatively About How to Respond -- Manage Resistance by Providing a Sense of What's Next -- We're All in This Together -- What to Do Next -- Chapter 8: I'd Be a Great People Manager if It Weren't for All the People -- But My Team's Mindset Is So Entrenched -- But the People Who Work Under Me Are So Entitled -- But My Employees Are All a Part of a Union-My Hands Are Tied -- But the Characteristics of My Workforce Just Doesn't Make It Possible -- But My Workforce Is Young-They Don't Care About a Cohesive Workplace Culture -- What to Do Next -- Chapter 9: My Boss Ate My Homework -- The Ignorant Leader Excuse -- The Neglectful Leader Excuse -- The Weight of the World Excuse -- Use Your Resources and Authority -- Work with Decisions from the Top -- Exercise Your Right to the "How" -- You as an Employee, not a Manager -- What to Do Next -- Chapter 10: The "One Rule" for Excuses -- The Opportunity in the Challenge -- The Judo Move -- What to Do Next -- Notes -- Acknowledgments -- About the Authors -- Index.