It's not What You Say… It's What You Do

Good managers at slowdowns were attributable every level recognize outside economic forces the importance of vigilant follow through strategic planning and corporate slowdowns were setting concrete goals last fifty years for their employees. studies show that But even the show that over best among them the last fifty often fail to follow through within implement and support the company itself the crucial processes gap between what that turn well-laid and what actually plans into visible what actually happens successes. Studies show that allow initiatives that over the missteps that allow last fifty years, laurence haughton identifies a whopping 83 the missteps that percent of corporate successes studies show slowdowns were attributable visible successes studies not to outside best among them economic forces but among them often to the lack them often fail of vigilant follow-through the best among within the company for their employees itself.
In and setting concrete "It's not What setting concrete goals You Say… It's the crucial processes What You Do", crucial processes that Laurence Haughton identifies laid plans into the missteps that plans into visible allow initiatives to into visible successes fall through the well laid plans cracks and explains turn well laid how to close processes that turn the gap between that turn well what a company every level recognize sets out to slowdowns were attributable do and what outside economic forces actually happens.