More specifically, managers must set high standards and hold employees accountable for reaching them; have clear expectations; provide the resources necessary for employees to meet their goals; measure performance and provide regular feedback; reward high performers; and correct poor performance early. It all boils down to building a positive work environment, Mage says.

"Businesses and the managers who run them are under such relentless short-term profit pressure that paying attention to the 'people side' or the 'soft side' of the business gets pushed aside," he said. "Good people management practices just aren't a priority. The sad thing is that by ignoring effective management, costs go up through turnover and missed opportunities, and results actually get worse. It's a vicious cycle. It takes a courageous leader to break the cycle and put effective management at the top of the list."

While many management training courses and books focus on interpersonal communication or workflow management, "Managing for High Performance" gives managers the tools they need to develop a positive workplace. The book outlines the nine characteristics of a positive work environment and explains ethical management practices and principles. Mage then shows managers how to adapt the principles to their particular businesses as a workable system.

John Renz, CEO of Creative Orthotics & Prosthetics, Inc., saw a 15% increase in sales growth last year after implementing Mage's system. "This is an outstanding book. It's brief but packed with great concepts for managers to use," Renz said. "But the real benefit of is that it provides a clear way for a manager to communicate with people what he wants done."

After 12 years as a manager in the Fortune 500, Gene C. Mage founded his own company in 1999. Today he serves as president of Soaring Oaks Consulting, Inc. A recent presenter at the American Society for Training and Development (ASTD) International Conference, Mage writes the syndicated weekly business column "Making it Work" and has published more than 70 articles on business management. "Managing for High Performance" is his first book.