Charles A. Coonradt

I was half way through the book when I realized that he was talking about values. My interest in the book greatly increased, and I determined to finish it over the next few days.

Now I am curious about what I missed in the first half of the book.
Section 1 Discovering the Obvious
1. Where are you going?
2. Where are you now?
3. What to do when the obvious isn't
Section 2 Communicating the Obvious
4. The power of the "Per"
5. Agreeing on the obvious
6. Keeping the obvious in mind
7. The obvious source of authority
8. Compensation, the obvious issue
9. The power of principles
Section 3 Directing the obvious
11 Motivation, the obvious mystery
11. Self-image, the obvious foundation
12. Overcoming fear of the obvious
13. The obvious power of goals
14. Empowering growth in your team
15. The future is obvious

The last paragraph in the book:

"... So we have to keep asking ourselve such questions as, "What are we doing that will no longer work three years from now?" "What do we need to learn?" "What do we need to ask oru customers?" "What are we borrowing from other fields, from other businesses, from other technologies?" In short, the obvious thing we have to keep asking ourselves about the future is, "What are we doing about it - today?" (p. 194)

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