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| Introduction | |
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| Acknowledgments | |
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| Conditions for a Successful Intervention: Stacking the Deck in Consulting Is Not Cheating | |
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| Educating the Buyer | |
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| Meeting Key Players | |
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| Avoiding Environmental and Political Land Mines | |
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| Wading Right In: Ten Steps to Launch | |
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| Final Thought | |
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| Gathering Intelligence: Strategy: Ensuring That Data Does Not Equal Intelligence | |
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| Challenging Basic Premises | |
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| Ensuring Alternative Sources of Information | |
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| Avoiding Intimidation--Yours and Theirs | |
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| Walking the Confidentiality Tightrope | |
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| Final Thought | |
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| Gathering Intelligence: Tactics: Ensuring That Information Does Not Equal Intelligence | |
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| How to Focus a Focus Group | |
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| The Balance Sheet on Focus Groups | |
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| How to Conduct an Interview | |
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| How to Create and Implement Surveys | |
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| Staffing a "Hot Line" | |
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| How to Observe (and See What Others Don't) | |
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| Final Thought | |
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| Coaching Key People: Coaches Offer Candid Advice, Not Cockeyed Certifications | |
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| Observational Coaching | |
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| Establishing the Rules of Engagement | |
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| Providing Effective Feedback | |
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| When More Than One Coach Is Required | |
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| The Illness Called "Depression" | |
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| Final Thought | |
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| Culture Change and Change Management: You Are Not the Change Agent, No Matter What They're Paying You | |
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| The Elements of "Culture" | |
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| Creating Exemplars and Avatars | |
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| Reinforcing Change | |
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| The Real Change Agents at Work | |
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| Overcoming Resistance | |
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| Final Thought | |
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| An Interlude: Managing Misfortune: If You Can't Stand the Chaos, Get Out of the Maelstrom | |
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| Scope Creep Denied | |
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| Two Lines of Defense | |
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| Unforeseen Dramatic Events | |
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| Sabotage | |
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| Ugh! Failure!! | |
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| Final Thought | |
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| Learning Lessons: Creating Dynamic Instruction | |
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| Learning Objectives as Outcomes | |
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| The Adult Learning Sequence | |
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| Embracing the Boss | |
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| True Metrics (and There Ain't Four Levels) | |
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| Final Thought | |
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| Developing Client Strategy: If One Has No Port in Mind, No Wind Is a Good Wind | |
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| The Fallacy of Planning | |
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| The Notion of Motive Force | |
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| The Huge Advantage of Optional Futures | |
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| Strategic Profiling | |
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| The Transition to Implementation | |
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| Final Thought | |
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| Creating Change: Is Change Management an Oxymoron? | |
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| Creating and Applying Implementation Models | |
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| Establishing Accountabilities | |
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| Change as Reaction | |
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| Sticking to the Buyer Like Glue | |
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| Overcoming the Tough Resistance Factors | |
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| Exploiting Opportunity, or How to Create Reverse Scope Creep | |
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| Some Thoughts on Team Building | |
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| Final Thought | |
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| Improving Leadership: The Power Is in the Engine Room, but the Wheel Is on the Bridge | |
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| Emphasizing Range, Not Style | |
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| Crisis Management: The Extraordinary | |
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| Tough Love vs. "Not on My Watch" | |
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| Post-Heroic Leadership as a Consulting Objective | |
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| Final Thought | |
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| Sample Process Visuals | |
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| Annotated Bibliography | |
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| Index | |