CHAPTER EIGHT
Halftime—Crossing the Bridge from Whining to Winning
This chapter is going to function as a short review of what we’ve been doing. The problem with a book is that it’s too linear. I can’t hop around as much as I’d like. The last chapter is a good example. All that communications stuff could be scattered throughout the book to mix and match other subjects, like retention, training, and motivation. But if I did that, many readers would think that communications is only marginally important—and that would be stupid.
Or by tackling vision before communication, am I signaling that one is primary and the other secondary? Likewise, the way things are organized may suggest that people-ology is nothing more than a gimmick.
No way!
