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Suggests that writing a great mission statement can be perceived as a wonderful opportunity or a meaningless task – but it must be done well because the mission drives organizational goals, strategies and behaviour. Explores the problems of designing a scintillating mission and provides three real, superb examples of what a great mission can be.

How can one know if a whole chain of managers is weak? In practice, the chain of command seems to handle the logic of effective organisation and control adequately. Usually a single “weak link” manager (a manager whose controllable performance variables are substandard) is easily identified. But what happens when several “weak link” managers are functionally bound together. The multiple indications necessary to unmask multiple weak links are dealt with.

Gives ten pointers for enhancing your career advancement. These suggestions explore traditional areas of promotability but with new, current answers to what to do to get promoted in the 1990s! Topics covered include performance, presence, priorities, problem solving, persuasion, empowerment, participation, presentation, passion and people.

Meetings are not a magic elixir! Some meetings are worthwhile. Some meetings are a waste of time. Some meetings should never have been held. Employs humour and wit to show how meetings often resemble a dramatic performing art with a predetermined cast of ten stereotypical characters. Finishes with an explanation of five common myths about meetings which often lead to using 100lb of energy to produce three ounces of results.