If you seek to produce measurable results in your organization, this book is for you. It provides practical and useful methods that you can use immediately and points out habits you should avoid. Get It, Set It, Move It, Prove It is about getting real results and being able to prove them.
The distinct feature of this book is the four-phased model: "Get It" focuses on your leadership's vision and values; "Set It" improves your goals and strategies and their deployment in regard to ethics and regulatory requirements and performance measurement; "Move It" strengthens your relationships with important customers and the management of employees and key work processes; and "Prove It" helps you supply the evidence that your systems are producing high-performance results.
"If your vision is to create business success, then your mission should be to read Mark Graham Brown's book for concise, practical, easy to read, and humorous advice on achieving excellent results without wasting time and effort."
Martin A. Preizler, President and CEO, Physicians Plus Insurance Corp. 09/01/04
" Mark offers a selection of proven management practices that an organization can quickly and easily adapt to its business needs."
John Ward, Engineering Program Manager, Eastern Municipal Water Dist. 09/01/04
" This book should be required reading for every decision-maker."
Thomas Hinton, President & CEO, California Council for Excellence 09/01/04
" The book is easy to read and to comprehend. On the one hand, business jargon and management-fad buzzwords are conspicuously absent. On the other hand, one finds it very useful to relate to the stories and experiences in the book. It makes one think about one's own organization, what kind of things to avoid, and how to better manage the organization's performance if you are concerned about performance measurement, this book is for you."
Michael Novak, Senior Analyst, IRS Research Reader, Spring 2005 05/13/05
"This book helps novices embarking on new efforts to improve efficiency and effectiveness in an organization by providing a heads-up on dead ends that could rob efforts and energy as well as drivers that could avoid or push through obstacles. Experienced change makers may also be comforted in learning from others out in the field that have experienced the same issues and breakthroughs."
Part One - Get It: Know What's Important
Part Two - Set It: Measure What's Important
Part Three - Move It: Do What's Important
Part Four - Prove It: Review What's Important