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DHDARK HORSE QUALITY SYSTEMS MANAGEMENT

PO Box 7661 ~ Gulf Shores, Alabama ~ United States of America ~ 888.419.0002 ~ www.chrisgergen.com

THE QUALITY PARADIGM: Why you andyour business need it to succeed

Contact: Tamara ScullyPublicity Coordinator

Christopher Gergen, Author 1.888.419.0002 Ext. 102

Publication Date: November 10, 2010Price: $28.99 HB / $18.99 PB – 220 pagesISBN: 978-1-4520-8913-3 HardbackISBN: 978-1-4520-8912-6 PaperbackISBN: 978-1-4520-8910-2 E-book

THE QUALITY PARADIGM:

Why you and your business need it to succeed

By

Christopher Gergen

Dark Horse Quality Systems Management introduces the first of a four book series of quality,

management and leadership books that will transform the lives, businesses and performance of

its readers. THE QUALITY PARADIGM: Why you and your business need it to succeed

(November 2010 – ISBN 978-1-4520-8913-3 Hardback $28.99 220 pages) is the book that serves as

the lodestar for an original series of books from the contrarian author and speaker Christopher

Gergen that sets a renewed direction for quality, management and leadership.

After serving in the largest operational squadron in the United States Navy during which time

the squadron was awarded the Global War on Terrorism Service and Expeditionary medals for

combat service, a Navy Unit Commendation for operational excellence, two Battle ‘E’ awards

for sustained superior performance in an operational environment, the CNO Safety Award (an

award recognizing a squadron’s commitment to professionalism, solid leadership and

competent risk management) and the AVCM Donald M. Neal Aircraft Maintenance Golden

Wrench Award for Excellence, Christopher Gergen knows what it means to cultivate and apply

The Quality Paradigm within an organization and produce sustained superior results.

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In addition to his military service Christopher has owned or operated several businesses,

including working in the Quality Assurance element with Panasonic Avionics Corporation in

2008 when they were awarded the Best Achievement in Technology Award by the World

Airline Entertainment Association. Christopher has distilled all of his real-time experience into

10 clear and concise principles in THE QUALITY PARADIGM. When writing this book, he

sought to bring to the market those foundational principles of society that once propelled the

United States to the forefront of business and development which have now been exchanged for

practices that mortgage our futures to feed our present indulgences.

In this hard-hitting, no-nonsense book, Christopher Gergen refuses to concede the idea that all

people have the potential for leadership because, while it may sell books and seminar seats, it is

a myth. According to Gergen, the most important ingredient to success is not leadership: it is

The Quality Paradigm. In this book find out:

Why good enough is never good enough – ever

Why you sabotage your bid for success and what to do about it The levels of competence and how they affect everything in your business and your life

How the business ménage à trois empowers profitability and effectiveness

What strategy is and how to develop one

The D.R.I.V.E. Principle and how it can maximize your career and your business

How quality is different from management and leadership and why it should matter to

everyone

The principles in THE QUALITY PARADIGM are remarkable for their simplicity, common

sense and immediate effect when diligently applied. Readers can use THE QUALITY

PARADIGM: Why You and Your Business Need it to Succeed when they need to develop, applyand maintain an atmosphere of excellence and good business practice in such areas as:

Establishing a Quality Foundation Building Bench Strength Continuous Improvement Establishing a Strategy Leading Quality Obeying Scope and Objectives

Building Personal and Organizational Competence

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Excerpts from THE QUALITY PARADIGM:

“What happens when leadership fails us? What happens when the great men cannot provide a life of ease? What happens when we have to dig deep into ourselves and marshal the resources of work ethic,resourcefulness, courage and character only to find that no deposits of such resources exist within us?Without a resolute commitment to the Quality Paradigm, we will continue to find disappointment. Aslong as good enough is good enough we will continue to find ruin. As long as we continue to abdicateour responsibility for executing every area of our lives with excellence we will continue to exchange thelife that is meant to be lived for the one that merely existed and faded away, unnoticed.”

- THE QUALITY PARADIGM

“Zero tolerance and zero defects policies breed discipline, esprit de corps, and the can-do attitude thattakes customer satisfaction seriously. Companies that have employees who believe that “ good enough is good enough” will have difficulty reaching their potential in growth and market share.”

- THE QUALITY PARADIGM Page 48

“Resist the urge to listen to the popular organizational growth nonsense about every person in theorganization becoming a leader in order to maximize growth. It is just not true; it creates a huge headachewhen everyone tries to lead and proves to be discouraging to those who are not cut out for leadership. Noteveryone is capable of becoming a leader, and that is ok. I have said it before, and I will say it again – I do not want the assemblyman on the line trying to be a leader; I want him trying to be the best damnassemblyman he can become before he retires. If he becomes a manager, I want him to manage asShakespeare wrote plays, and if he ever becomes an executive leader, then I want him to lead like hislivelihood depends on it – because it does.”


“The value of your human asset element is directly proportional to the competency and personal initiativeof your personnel. You cannot win the derby on a donkey. I constantly see companies trying to do theequivalent of running the derby on a donkey and wonder why they finish in the back of the pack everytime. If you plan to keep running the derby on a donkey, your competitors will beat your ass every time.”


“Somewhere, someone in your company has to be competent and produce quality work. If you have tocreate several additional steps to your production process because you cannot trust a manufacturer or anemployee in your business to produce quality work, it is time to replace the manufacturer or let theemployee go his way and replace him. It is as simple as that.”


“There is nothing more important to any endeavor than beginning with a strong foundation of character,

knowing what you want in any given situation, and knowing what to do to capture it. Quality mustalways come before management and leadership for it is the foundation of both.”


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Visit us online at www.chrisgergen.com

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