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Author:   Robert B. Camp
Publisher:   Taylor & Francis Ltd
Imprint:   Productivity Press
Weight:   0.600kg
ISBN:  

9781032372549

ISBN 10:   1032372540
Pages:   302
Publication Date:   22 December 2022
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Active
Availability:   In Print  
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Table of Contents

"About the Author. Introduction. Chapter 1 The Last Straw. Chapter 2 Legal Hot Water. Chapter 3 Unraveling the Ball of Twine. Chapter 4 What Goes Around … Chapter 5 Any Port in a Storm. Chapter 6 Monday: Starting from the Ground Up. Chapter 7 Tuesday: The Work Begins. Chapter 8 Wednesday: The Tide Shifts. Chapter 9 Thursday: ""All In!"" Chapter 10 Friday: A Long, Long Day. Chapter 11 The Plan. Chapter 12 Monday: A New Leaf. Chapter 13 Monday Continued: Clearing the Air. Chapter 14 Tuesday: Take Two. Chapter 15 Leading from the Top. Chapter 16 California or Bust. Chapter 17 Oakland. Chapter 18 First Who. Chapter 19 Another Bite of the Apple. Chapter 20 A Lot to Cogitate. Chapter 21 Thursday: Drilling Deeper. Chapter 22 Out of the Blue. Chapter 23 Dialog as a Way of Coaching. Chapter 24 A Slight Hiccup. Chapter 25 Closings and Coaching. Chapter 26 Change at Last. Chapter 27 Walking. Chapter 28 Finally, a Break. Chapter 29 Our Best Selves. Chapter 30 The Map to Success. Chapter 31 An Illogical Flow. Chapter 32 Unkinking the Hose. Chapter 33 Confrontation. Chapter 34 The Turning Point. Chapter 35 A Second Start. Chapter 36 Truly Leading. Chapter 37 Standard Work and Water Spiders. Chapter 38 Putting It All Together. Chapter 39 Winning Back Time. Chapter 40 Acknowledging Values. Chapter 41 Leader Standard Work. Chapter 42 Objective Performance Evaluation. Chapter 43 Coaching the Middle. Chapter 44 Tim and Patty. Chapter 45 That’s a Wrap! Index."

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Author Information

A graduate of the US Military Academy at West Point, Robert Camp began his career in one of this country’s foremost schools of leadership. Yet, like most, he gained his real impression of the skill by watching leaders. He came to realize that leadership is a precious gift that far too many fail to recognize. In the mid-1980s, as Americans began to watch markets they had created be penetrated, then dominated by Japan, Robert started reading the literature trickling out of that country. Each new book pointed to a new technique. ""Statistical process control (SPC) is how they’re doing it!"" proclaimed some. ""It’s quality circles,"" countered others. Still others claimed it was just-in-time (JIT) manufacturing. As it turned out, none was right; all were right. Over time, as a more complete picture formed, Robert learned that it was the combination of those tools that gave the Japanese their considerable edge. Still, the picture was not quite complete, and it wasn’t until the late 1990s that the world came to realize that the tools alone would never make an organization Lean, because their results couldn’t be sustained. By then, Robert had made Lean a full-time profession. Over and over he transformed organizations. Some succeeded, but most failed. He tried to make heads or tails of the circumstances that made the difference. The answer, he discovered, was right under his nose all the time. The difference was leadership. He learned that many have been content to manage and call it leadership. Management, however, isn’t leadership. In fact, it’s a far cry from there. Management faces backward, analyzing yesterday’s data and perfecting it today. It’s an extremely valuable skill, and much-needed, but it’s not leadership. Leadership, as Robert sees it, is the ability to look forward, over the horizon and through the haze of battle, to define, then communicate, a new course of action and compel others to follow. Robert has had the good fortune to work for some of this country’s biggest and most successful organizations. Throughout his career, he’s been afforded the privilege of working under great men and women who have taught him both in word and deed.

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