RESULTS THAT LAST -- Contents -- Introduction -- KEY TACTICS -- Chapter 1: Up or Out -- Why This Chapter Is Important -- LOW PERFORMERS COME IN MANY SHAPES AND SIZES -- HOW DO THEY DAMAGE? LET US COUNT THE WAYS . . . -- REVERSING THE SPIRAL: HIGH, MIDDLE, AND LOW CONVERSATIONS -- WHO'S WHO IN TERMS OF PERFORMANCE -- SCHEDULE THE CONVERSATIONS -- SUBTRACTION REALLY IS ADDITION -- WHAT YOU'VE ACCOMPLISHED -- KEY POINTS FOR HARDWIRING RESULTS -- Chapter 2: Round for Outcomes -- Why This Chapter Is Important -- WHAT EMPLOYEES WANT: FIVE GOOD REASONS TO ROUND -- ROUNDING 101: NINE SIMPLE STEPS FOR GETTING STARTED -- KEY POINTS FOR HARDWIRING RESULTS -- Chapter 3: Manage Up to Improve Performance -- Why This Chapter Is Important -- THE WE/THEY PHENOMENON -- THE ART OF MANAGING UP -- WELL-HANDLED HANDOFFS- AND THEIR PAYOFFS -- MANAGING UP TO REDUCE ANXIETY -- CREATING THE CULTURAL SHIFT -- KEY POINTS FOR HARDWIRING RESULTS -- THE CORE -- Chapter 4: Build the Foundation (Passion and Purpose) -- Why This Chapter Is Important -- THE ORGANIZATIONAL FLYWHEEL -- SELF-MOTIVATION -- PRESCRIPTIVE TO-DO'S -- RESULTS -- THE FIVE PILLARS OF EXCELLENCE -- HELPING EMPLOYEES CONNECT THE DOTS -- KEY POINTS FOR HARDWIRING RESULTS -- Chapter 5: Reduce Leadership Variance -- Why This Chapter Is Important -- TAKE A CUE FROM YOUR FINANCE LEADERS -- CONSISTENCY EQUALS SUSTAINABLE RESULTS -- WHY LEADERS DON'T STANDARDIZE BEHAVIORS -- SIX WAYS TO REDUCE LEADERSHIP VARIANCE -- A PROCESS FOR TRANSFORMATION -- KEY POINTS FOR HARDWIRING RESULTS -- Chapter 6: Measurement 101 -- Why This Chapter Is Important -- MEASUREMENT ALIGNS BEHAVIORS -- MEASUREMENT AS A DIAGNOSTIC AND PROCESS-IMPROVEMENT TOOL -- WHAT GETS MEASURED GETS IMPROVED -- EMPLOYEE TURNOVER AND THE RIPPLE EFFECT -- HOW OFTEN DO WE MEASURE? -- GOOD TO GREAT: MOVING 4s TO 5s.

TRANSPARENCY: HELPING PEOPLE UNDERSTAND THE METRICS -- FINANCIAL TRANSPARENCY IS A RELATIVELY NEW VALUE -- RETURN ON INVESTMENT -- KEY POINTS FOR HARDWIRING RESULTS -- Chapter 7: Algin Behaviors with Goalds and Values -- Why This Chapter Is Important -- HOLDING LEADERS ACCOUNTABLE -- HOW DOES THE LEADERSHIP EVALUATION TOOL WORK? -- HOW TO ROLL OUT THE LEADERSHIP EVALUATION TOOL -- THE MONTHLY PROGRESS REPORT -- THE 90-DAY PLAN -- RETURNING THE ORGANIZATION TO A SENSE OF PURPOSE -- KEY POINTS FOR HARDWIRING RESULTS -- Chapter 8: Create and Develkop Leaders -- Why This Chapter Is Important -- LEADER DEVELOPMENT IS A MUST -- A CRITICAL KEY TO EMPLOYEE RETENTION -- PRINCIPLES FOR DEVELOPING LEADERS -- LEADERSHIP DEVELOPMENT INSTITUTES (LDIs): THE SECRET TO HARDWIRING LEADERSHIP TRAINING -- Who Runs the LDI? -- KEY POINTS FOR HARDWIRING RESULTS -- EMPLOYEE TACTICS -- Chapter 9: Satisfied Employees Mean a Healthy Bottom Line -- Why This Chapter Is Important -- THE POWER OF SATISFIED EMPLOYEES -- BUILDING BLOCKS OF EMPLOYEE SATISFACTION -- NINE WAYS TO GET STARTED -- KEY POINTS FOR HARDWIRING RESULTS -- Chapter 10: Know Your Employees' What -- Why This Chapter Is Important -- WE ALL HAVE A WHAT -- YOUR EMPLOYEES' WHAT -- IN HOT WATER: A STORY OF WHAT DISCOVERY -- PURSUING THE WHATS -- KEY POINTS FOR HARDWIRING RESULTS -- Chapter 11: Improve Employee Selection and Retention -- Why This Chapter Is Important -- THE IMPACT OF SELECTION AND THE FIRST 90 DAYS -- PEER INTERVIEWING: A VITAL SKILL FOR HIRING THE RIGHT PEOPLE -- THE STEP-BY-STEP PROCESS OF PEER INTERVIEWING -- THIRTY-AND NINETY-DAY NEW-EMPLOYEE MEETINGS -- Four Key Questions for the 30-Day Meeting -- Additional Questions for the 90-Day Meeting -- KEY POINTS FOR HARDWIRING RESULTS -- Chapter 12: Build Individual Accountability -- Why This Chapter Is Important -- THE RICH BENEFITS OF EMPLOYEE OWNERSHIP.

THE DIFFERENCE BETWEEN RENTERS AND OWNERS -- STRATEGIES TO TRANSFORM RENTERS INTO OWNERS -- SETTING REASONABLE EXPECTATIONS -- KEY POINTS FOR HARDWIRING RESULTS -- Chapter 13: Harvest Intellectual Capital -- Why This Chapter Is Important -- MOVING BEYOND THE SUGGESTION BOX -- KEY POINTS FOR HARDWIRING RESULTS -- Chapter 14: Recognize and Reward Success -- Why This Chapter Is Important -- REWARD AND RECOGNITION CHANGE AS YOU MATURE -- WHAT HOLDS US BACK? -- THE AMAZING POWER OF REWARD AND RECOGNITION -- HARDWIRING THANK YOU NOTES -- HOW TO SCHEDULE AND IMPLEMENT REWARD AND RECOGNITION -- KEY POINTS FOR HARDWIRING RESULTS -- Chapter 15: Find and Recognize Difference Makers -- Why This Chapter Is Important -- THE POWER OF HERO RECOGNITION -- HOW TO FIND DIFFERENCE MAKERS -- KEY POINTS FOR HARDWIRING RESULTS -- CUSTOMER TACTICS -- Chapter 16: Build a Culture Around Service -- Why This Chapter Is Important -- A POWERFUL TOOL FOR BUILDING A SERVICE CULTURE -- CREATING YOUR OWN STANDARDS OF BEHAVIOR -- WHY STANDARDS WORK -- THE POWER OF KEY WORDS -- THE LOYALTY FACTOR -- KEY POINTS FOR HARDWIRING RESULTS -- Chapter 17: Implement Pre- and Post-Customer-Visit Calls -- Why This Chapter Is Important -- PRE-AND POST-VISIT CALLS EXCEED CUSTOMER EXPECTATIONS -- CUSTOMER SERVICE AND THE BOTTOM LINE (PROOF THAT THESE CALLS WORK) -- A TECHNIQUE FOR ALL TYPES OF BUSINESS -- COMMON QUESTIONS ABOUT PRE-AND POST-VISIT CALLS -- DEVELOPING KEY WORDS FOR PRE-CUSTOMER-VISIT CALLS -- DEVELOPING KEY WORDS FOR POST-CUSTOMER-VISIT CALLS -- KEY POINTS FOR HARDWIRING RESULTS -- Chapter 18: Round on Your Customers -- Why This Chapter Is Important -- THE IMPORTANCE OF ASKING -- ROUNDING ON CUSTOMERS -- THE THREE FACES OF ROUNDING -- CUSTOMER ROUNDING REALLY WORKS -- KEY POINTS FOR HARDWIRING RESULTS -- Chapter 19: Key Words at Key Times -- Why This Chapter Is Important.

DEVELOPING YOUR KEY WORDS -- THE AIDET APPROACH TO SERVICE -- KEY POINTS FOR HARDWIRING RESULTS -- About Studer Group -- Other Leadership Books By Quint Studer and Studer Group -- Index.