n the introduction to Strategic Acceleration,
I made several promises to you that I hope I have kept. I promised to tell you about strategic concepts that would transform the way you think, live, and work. I promised that you would forever change the way you think of results, and this would help you become more effective. And I promised you clarity
about what you really want, the ability to focus
on high-leverage activities, and execution
strategies that will really move the results needle. Reading and putting this book’s suggestions into practice fall into three categories of skill—good, great, and mastery:
• You are operating on the good level if you do what is necessary to achieve clarity about what you want.
• When operating on ...