The Work Revolution: Freedom and Excellence for All -- Contents -- Preface -- Chapter 1: This Thing We Call Work -- What is the problem? -- Starting a Work Revolution -- Strategy 1: Change All the Organizations -- Strategy 2: Follow the Easy Path -- The Three Channels of Change -- Individuals -- Leaders -- Organizations -- Tying It All Together -- Chapter 2: Signs We Have It Wrong -- The Deluxe Job-Shove-It Quiz -- Interpreting Your Answers -- Lens 1: Organizational Layers Analysis -- Lens 2: Guiding Principles Analysis -- Chapter 3: The New Rules -- What Is Our Reality? -- Fact 1: Work Never Stops -- Fact 2: Information Never Stops, and We Will Never Be Able to Consume It All -- Fact 3: People Are Different -- Fact 4: People Have Different Lives -- Fact 5: Different Kinds of Work Beg for Different Management Approaches -- Putting It All Together -- Breaking the Old Rules -- The 40-Hour Workweek Rule -- The Fixed-Schedule Rule -- The Vacation and Sick Time Rule -- The Dress Code Rule -- The Perks and Benefits Rule -- The Job Slot Rule -- The Well-Defined Processes Rule -- The New Rules -- Chapter 4: Impact, Not Activities -- Roots of Management By Activity -- A Century of Progress -- The Problem with Impact -- Organizations as Problem Statements -- Mission Statements -- Guiding Principles -- Measures of Success -- Leaders Asking Questions -- Ask, Don't Tell -- Share the Impact -- Individuals as Instigators -- Why? -- Permission to Call "Bullshit" -- More on Impact to Come -- Summary -- Chapter 5: Energy, Not Schedules -- Rivers of Energy -- The Energy of Individuals -- Following Your Energy River -- Navigating a Team of Rivers -- The Workplace as Individual Energy Charger -- The Energy of Value -- The Role of Individuals in Finding Value -- Discovering Organizational Channels of Value -- Eliminating Bad Energy -- Energy Sucker 1: Bureaucracy.

Energy Sucker 2: Passive Aggression -- Energy Sucker 3: The Worst of All-Bad Managers -- Summary -- Chapter 6: Strengths, Not Job Slots -- Strengths, Talents, Passions -- Naming Your Strengths -- Strengths of a Team -- Allocating Work -- Filling the Gaps -- Building an Organization on Strengths -- Organizational Culture: Who Belongs Here? -- We're Just Not That into You -- Home within a Home -- Create Fluidity -- Summary -- Chapter 7: The Right Things, Not Everything -- And The Number One Leadership Skill Is… -- Strategy Is Prioritization -- Eliminate the Bottom, Push To the Top -- Test 1: Mission Worthiness -- Test 2: Eliminate the Bottom -- Test 3: Push to the Top -- Putting It All Together -- Team Prioritization -- Individuals -- How to Say No -- Summary -- Chapter 8: Grassroots, Not Top-Down -- The Power of Small -- Think Like Apollo 13 Engineers -- Use Data, Not Judgment -- Embrace Mistakes and Failure -- Empowerment Through Collective Intelligence -- Problem Solving through Collective Intelligence -- Motivation to Contribute -- Letting Go Of Control in Organizations -- Leaders Fostering Diversity -- Individuals Inspiring Differentiation -- Summary -- Chapter 9: Conclusion -- Fears of Leaders -- Fears of Individuals -- It's The System, Stupid -- Trust Versus Fear -- Some Reasons to Trust -- What Success Looks Like -- Epilogue -- Grassroots, Not Top-Down -- The Right Things, Not Everything -- Energy, Not Schedules -- Strengths, Not Job Slots -- Impact, Not Activities -- Putting It All Together -- Appendix -- Universal Principles -- Organizations -- Leaders -- Individuals -- Notes -- Acknowledgments -- About the Author -- Index.