Most organizations today have a basic hierarchy: the entry-level staff that does the basic work' and the people at the top who make the decisions, enjoy the victories and delegate the failures. Then there are those people in the middle who must translate upper management's strategies into organizational results, keep the staff motivated and make sure it all gets done. H.I.M.M. - an acronym for High Impact Middle Management - is the first book that explicitly outlines practices and tools middle managers can use to maximize productivity. H.I.M.M. shows the reader how to manage: A workforce whose skills and desires are not aligned with management objectives; Organisational objectives that cannot be implemented with current processes; Interdepartmental differences in priorities and practices; Strategic goals that seem to contradict one another - for example: cut overhead costs and reduce turnover of high performers; H.I.M.M. is a one-of-a-kind book that redefines the role of the middle manager and guarantees results.