These three cornerstones of Gung Ho are surprisingly simple and yet amazingly powerful. Whether your organization consists of one or is listed in the Fortune 500, this book ensures Gung Ho employees committed to success.

Gung Ho! also includes a clear game plan with a step-by-step outline for instituting these groundbreaking ideas. Destined to become a classic, Gung Ho! is a rare and wonderful business book that is packed with invaluable information as well as a compelling, page-turning story.

Raving Fans brilliantly schooled managers on how to turn customers into raving fans. Gung Ho! now brings the same magic to employees. Here is the story of how two managers saved a failing company and turned in record profits with record productivity. The three core ideas of Gung Ho! are surprisingly simple: worthwhile work guided by goals and values; putting workers in control of their production; and cheering one another on. Their principles are so powerful that business leaders, reviewing the manuscript for Ken and Sheldon, have written to say, "Sorry. Ignored instructions. Have photocopied for everyone. I promise to buy books, but can't wait. We need now!" Like Raving Fans, Gung Ho! delivers.

Average Customer Rating:

Loved it	Customer Rating:
Awesome product and could not of come any faster. I would by from this site again

Great book!

Customer Rating:

We are using this book as part of our overall management training. The concepts taught are valuable and useful in all areas of management and tie in effectively with other required reading in the program. The key is to go beyond just reading the book and apply the principles taught within its pages. We are beginning to see a change in our management culture as a result of applying these techniques.

Most Amazing Book	Customer Rating:
I don't know what it was, but I fell in love with the book as soon as I started reading. The book inspired me. We choice the book as a book club book for administrative assistants, and found that it was just as aplicable to us as to management.

Gung Ho is for real!	Customer Rating:
I did not think it could happen - but with our new intitatives and company wide conference calls explaining them, people are begining to take on the Gung Ho mentality. It's all in the approach. The book taught us that.

Outstanding book on how to manage people effectively

Customer Rating:

If there are any people who know more about the practical aspects of the management of people than the authors, I have yet to encounter any of their work. In this book, they once again demonstrate how simple the principles of good management are to state. The problem of course is that they require managers to give up control and let their workers have some power and receive praise. Since many managers are fundamentally insecure, this does not happen. Instead, when something goes wrong, they impose more controls, lowering morale even further and in the worse case situations start a negative feedback loop to catastrophe. Peggy Sinclair is given the managerial responsibility at the Walton Works #2, a location that is notorious for under performing. Before she gets there, she is warned about Andy Longclaw, a Native American who is considered a problem. When Peggy arrives, she immediately encounters Andy and they strike up a conversation. Andy talks about the "Wicked Witch" who will be arriving shortly to take over. Fortunately, rather than be offended, Peggy is polite and takes Andy seriously. This begins an effective collaboration between them as Andy teaches her the principles of the "Gung Ho!" organization. They are simple and are represented by the behavior of three species of animals: *) The squirrel - do worthwhile work, the squirrel gathers food and stores it away to avoid starving later. However, the squirrels chatter at each other and do not work together. *) The beaver - in control of achieving the goal, when their dam is breached, the beavers work together, while one is putting a stick in one location and of a certain orientation, another will be placing another that reinforces what the first has done. When danger appears, a slap of the tail on the water warns all other beavers. *) The goose - when geese fly together, they are constantly honking at each other. This communication can be considered as encouragement of the others. These three principles are the fundamentals to getting people to perform: *) Give them meaningful work *) Have the work of each employee reinforce that of others *) Give regular and appropriate encouragement and congratulations for work done The authors also use a different take on the famous Einstein equation E = m*c*c. Enthusiasm equals mission times cash and congratulations There is no question that these principles will work, they will turn work groups into high producers, and the problem is that so many managers lack the self-esteem to make the attempt. Which is one of the primary reasons why American business is weaker than it could be.