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#Can be sorted descendingTitleCan be sorted ascendingFurther ReadingCan be sorted ascending or descendingLTYM #Can be sorted ascending or descendingMoralCan be sorted ascendingYearCan be sorted ascendingCreatedCan be sorted ascendingModifiedCan be sorted ascendingPlaceCan be sorted ascendingDocTypeCan be sorted ascendingReady?Can be sorted ascendingGenderCan be sorted ascendingCategoryCan be sorted ascendingQuestions
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0.1Title Page02/02/202101/03/2023StoryYesMalePrefaceQuestions1.1
0.2Copyright02/03/202101/03/2023StoryYesMalePrefaceQuestions1.2
0.4ChronologyEvery story has a setting12/09/201801/05/2023StoryNoReaderPreface1.3
0.5Introduction200606/19/201101/03/2023StoryYesReaderPreface1.4
0.6Cast of CharactersEvery story has a character or two201611/28/201601/05/2023LisbonStoryYesReaderPreface1.5
1First ImpressionsFirst impressions are lasting196711/20/201602/13/2023SmithtownStoryYesMalePeople Mgmt1) Was the teacher excessive in his approach to the first day? Wh1.6
5Assemble the ComponentsAssembly is easier and faster than creating from scratch197802/27/200610/19/2023FBCStoryYesMaleProject Mgmt1) How can you break large problems into smaller parts? 2) In wha1.7
6Leave your SignatureStyle matters; leave your signature197902/27/200610/19/2023FBCStoryYesMaleChange Mgmt,People Mgmt,Quality1) What elements of style have you left imprinted on your work? O1.8
9The Lego's LessonLeadership is situational198102/27/200602/13/2023IDCStoryYesFemaleLeadership,People Mgmt,Training1) What experiences can you point to where deadlines impacted the1.9
10The Conservation of TypingDon't forget that computing is about taking work out of the system!198202/27/200602/13/2023IDCStoryYesMaleProject Mgmt1) How can you take work out of your latest project? 2) What piec1.10
11Letting GoDelegating means delegating ownership and letting go198210/07/201803/01/2023IDCStoryYesMalePeople Mgmt1) If you know the answers, how do you communicate criticism? (hi1.11
12What's the Next Step? People work harder, and take pride in, achieving new levels, even if "in place"198302/27/200602/13/2023IDCStoryYesFemalePeople Mgmt1) What are the ways to avoid the feeling of stagnating, dead-end1.12
14The Wine BetAn audacious goal is powerful198502/27/200602/13/2023IDCStoryYesMalePeople Mgmt1) When are the times your team rose to the challenge of an audac1.13
15Counting the SimpleIncreasing client contact with good, helpful people, increases sales198502/27/200602/13/2023IDCStoryYesFemaleMeasurement1) What metrics do you use to track success? 2) How do theses mea1.14
16Taking the Wrong JobDoing something you don't like to do is not a way to move up198602/27/200602/13/2023IDCStoryYesFemalePeople Mgmt1) What parts of your job do you like the most? the least? 2) Wha1.15
17How to Work for a SonofabitchFiguratively go around to other's side of the table and get angry at the problem facing us, rather than each other.198702/27/200602/13/2023DBCStoryYesMalePeople Mgmt1) What bothers you about this story? What resonates? 2) What are1.16
18Seven Hundred Names, One at a TimeGreat service is a relationship and its personal198702/27/200602/13/2023HomeStoryYesFemaleService1) What businesses have made you feel valued? What did they do th1.17
19Service Legends IIExcellent service is legendary198702/27/200602/13/2023HomeStoryYesFemaleService1) What service stories have you told others about three or more 1.18
20The End of CodingFeature freeze, or the point at which all required features has been added to the system, is the mid-point of the development cycle, not the end-point198702/27/200602/13/2023DBCStoryYesFemaleProject Mgmt1) What are the steps required to launch new software in your org1.19
21The Catered LunchTeam selected awards can be simple, inexpensive and powerful198902/27/200602/13/2023DBCStoryYesFemalePeople Mgmt1) Would your organization allow such an award? Would you ask, or1.20
23Hire Somebody, Fire Somebody And Reorganize SomebodyA new manager has a license to change; use it quickly199101/03/202301/05/2023DBCStoryYesMalePeople Mgmt1) Was the Chevron president's approach excessive? Why or why not1.21
24Rallying The Team To DieTeams can rally even to die199102/27/200602/13/2023DBCStoryYesFemalePeople Mgmt,Downsizing1) Is reframing a bad situation "white-washing" it or an opportun1.22
25The Case of the Serial NumbersPay attention to what doesn't feel right199102/27/200602/13/2023DBCStoryYesMaleValues,Ethics1) When you discover something that doesn't feel right in your or1.23
26The Perfect Storm1) Back-up is only as good as the weakest link; 2) Insurance is something you buy before the disaster.199102/27/200601/25/2024SharkStoryYesMaleOperations Mgmt,Crisis Mgmt1) What is the weakest link in your computer systems? Are there a1.24
27No Problem Identification Without RecommendationNo problem identification without recommendation199202/27/200602/13/2023SharkStoryYesFemalePeople Mgmt1) What complain mode script have you heard regularly? 2) How wou1.25
28Tell Me Three ThingsA problem is a learning experience199202/27/200602/13/2023SharkStoryYesFemalePeople Mgmt1) What is the attitude in your team when problems occur? 2) What1.26
31Beating the High ScoreKnowing what the prior team's score is makes an outstanding achievement possible199402/27/200602/13/2023HPMDStoryYesFemaleMeasurement,Operations Mgmt1) What are your teams top 3 indicators? 2) Does your team know w1.27
32Doing a Hundred Little Things Significantly WellService is about doing 100 little things significantly well199402/27/200602/13/2023HPMDStoryYesFemaleService1) What are the best service encounters you have had? 2) Break it1.28
34Ping Pong ThinkingIterative thinking builds an idea199502/27/200602/13/2023HPMDStoryYesMaleCommunication1) When have you had a discussion that rapidly builds ideas? Is i1.29

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