Introduction -- Part 1. Green's pain. The rival -- Reconnaissance -- Part 2. The history. Two CEOs -- Desperate epiphany -- Practice -- The gatekeeper -- Asleep at the gate -- Misorientation -- Hesitation -- Confrontation -- The virus -- Mending fences -- Off-sites -- Meadowood -- The day of reckoning -- 360� feedback -- Unraveling -- Cold water -- Moment of truth -- Part 3. Green's opportunity. Reacquaintance -- Contact -- Discipline one -- Discipline two -- Discipline three -- Discipline four -- The realization -- Part 4. The resolution. The decision -- White flag -- Afterword -- Organizational health : the model. Putting the disciplines into practice : a summary and self-assessment -- Acknowledgments -- About the author.

The author offers up another leadership fable. This time, his focus is on a leader's crucial role in building a healthy organization -- an often overlooked but essential element of business life that is the linchpin of sustained success. Readers are treated to a story of corporate intrigue as the frustrated head of one consulting firm faces a leadership challenge so great that it threatens to topple his company, his career, and everything he holds true about leadership itself. In the story's telling, the author helps his readers understand the disarming simplicity and power of creating organizational health, and reveals four key disciplines that they can follow to achieve it.