Chapter 1
• Chip Huth and KCPD SWAT team—arrests and baby bottles, 3–8
• Mark Ballif, Paul Hubbard, and the outward-mindset approach at their healthcare company, 8–11
Chapter 2
• Mia trying to improve her communication techniques, 14–15
Chapter 3
• Louise Francesconi and her team cutting $100 million, 21–25
Chapter 4
• Ms. Tham, and healthcare workers orienting themselves to help, 31–32
• Ivan Cornia beating his father’s favorite cow, 33–34
Chapter 5
• Chris Wallace and his father, 39–46
• Not sharing information with Lori, 47–48
Chapter 6
• Arbinger being self-focused before a pitch to a potential client, 52–54
• Arbinger realizing it had an inward mindset in the way it had worked with clients, 54–55
• Joe Bartley tucking in his daughter Anna, 57–58
• Navy SEALs and the importance of an outward mindset, 59
• Bill Bartmann and the debt-collection agency CFS2, 61–63
• The San Antonio Spurs and their outward-mindset culture, 63–65
Chapter 8
• Alan Mulally and the Ford turnaround, 69–77
Chapter 9
• Shortening a power company’s capital budgeting process, 79–81
• Brenda Ueland at parties, 82–83
• Rob Dillon of Dillon Floral learning to love customer visits, 83–84
• Playing hide-and-seek with the misbehaving boy, 85–88
• Attorney Charles Jackson returning money to his clients, 88–90
• Hope Arising determining an outward-mindset metric for clean water delivery in Ethiopia, 90–91
Chapter 10
• Jack Hauck, Larry Heitz, Al Kline, and Tubular Steel, 93–94, 96–100
Chapter 11
• KCPD officer Matt Tomasic being protected from a dangerous suspect by community members, 107
• Matt Tomasic leading change on the West Side of Kansas City, Missouri, 107–111
• A company resolving a labor-management dispute to avoid arbitration, 111–112
• The collective goals of many of the organizations in this book, 115–117
Chapter 13
• John and Sylvia Harris planning with their children, 121–123
• Dan Funk helping employees turn their whole brains back on in their work, 123–126
• Rob Anderson and the Superior Water and Air leadership team planning their work with an outward mindset, 126–129
Chapter 14
• Executives on the same floor, 133–134
• Effect of a parent who violates family rules, 134
• Alan Mulally eating in the company cafeteria rather than Ford’s executive dining room, 134–135
• Scott O’Neil and Madison Square Garden, 136–137
• Hospitals and “ancillary staff,” 137–138
• Richard Sheridan and Menlo Innovations, 138–139
Chapter 15
• Perverse effect of a forced-distribution rating system at a global technology company, 143–144
• Tom Brakins, Landa Corporation, and the effect of inwardly focused success metrics, 146–151
Chapter 16
• Woman whose brother was released from prison, 153–155
• Mark Ballif learning that he could do more, 156–159