INDEX
accountability, 178
activities,
avoid the trivial many, 175
focus on the vital few, 41, 175
autocratic management style, 102-103
boundaries, establishing, 154-157
business plan outline, sample, 55-56
business plan,
metaphors for teaching the value of, 47-48, 49-51
why business owners don’t want to create, 48-49
Business Planning Map, 67
business strategies, create successful, 61-62
buy-in, 178
candidates, methods and processes for identifying and interviewing, 93
Chair, duties of, 184
clarity, importance of, 177
coach the right people, 75-111
three steps required to, 85
two major activities needed to, 76
coach,
essence of the manager as, 102
how to be a great, 100-102
coaching
as a manager’s focus, 99
the right people, essence of, 85
commitment, importance of, 178
communication,
importance of, 177
using the Daily Huddle for close, 193
company goals,
appropriate, three categories of, 29
challenging, 25
comparing actual performance to, 186-189, 194
effective, six characteristics of, 24-27
inadequate, examples, 28
individual vs., 196-197
measurable, 25
near-term, 24-25
reasonable, 25
three flavors of, 16
three overarching, 25-27
yearly, 27
competency,
assessing prospective employee, 168-169
importance of employee, 168-171
three components to, 170
corporate stewardship, 21
culture of non-accomplishment, signs of, 174
culture,
constantly build your firm’s, 145-146
changing the company’s, 146
create a customer centric, 115
customer
satisfaction, 31
service, 128
customer,
delighting the, 118
serve the right, 113-146
customer’s
perception, importance of, 125
true needs, your, 116
customers,
building your company around your, 116
five steps for, 117-146
clarify or identify characteristics of the right, 114
create a sales process to secure and serve your right, 134-140
create the right strategies for your right, 120-134
dealing effectively with your, 115
define the right, 117-120
design operations to best serve your right, 140-145
generic strategies to acquire, 121-132
barriers in practicing all three, 131-132
identifying prospective, 134
satisfy and delight your, 120
small vs. big, 118-119
specific strategies to acquire, 132-134
three major categories of potential, 136-137
track your potential, 134
two types of strategies to acquire, 121
undesirable, 117-119
your ideal, 117
Daily Huddle, 192-194
differentiated customer-service company, 127-131
difficulty in being, 128
distinctive characteristics of, 130
two major ways to distinguish your firm as, 129
differentiated products company, 124-127
characteristics of, 126-127
importance of innovation in, 127
doing the right things right, importance of, 173-198
80/20 Rule, 118
Eisenhower, Dwight D., 48
employee and managerial styles,
aligning, 102-104
employee empowerment,
enabling real, 153-160
three conditions for, 160-162
three steps to ensure, 161
employee reliability, importance of, 166-167
empower your team, three steps to, 153-160
empowerment process as diagnostic tool, 171-172
financial success vs. customer success, 17
find the right person, 93-100
one significant thing you can do to, 93
focus,
a manager’s primary, 99
an employee’s primary, 99
generating leads, 134
GMT, 180
critical topic for, 186
six tools of the, 182-198
GMT Meeting,
three roles involved in, 184
sample agenda for, 185
six major topics as the focus of, 183-184
financial health, 29-31
manager’s route to a, 154
sales or revenue, 30
strategic, reasons for using a, 32-33
using net profit as a, 29
goal achievement, early steps to, 157-158
Goal Management Team Leading, 71
goals
and boundaries, clear, 76, 171
and company vision, 24
and strategies, relationship between, 63-66
as a part of the Position Description, 191
goals,
business-related, 16
appropriate, three categories of, 29
challenging, 25
comparing actual performance to, 186-189, 194
effective, six characteristics of, 24-27
inadequate, examples, 28
individual vs., 196-197
measurable, 25
near-term, 24-25
reasonable, 25
strategic, 32-33
things that distract us from our, 40
three flavors of, 16
three overarching, 25-27
yearly, 27
hamster cage as metaphor for managers, 41
hamster wheel, say no to the, 40-41
hiring
firms, using, 93
ideas,
four guidelines for incubating new, 72
survival of the fittest, 71-74
identifying and interviewing candidates,
methods and processes, 93
individual goals, 33-36
clear criteria for establishing, 36
inadequate, 37
individual performance, rewarding, 196-197
information,
four major categories of, 57, 61-62
engage everyone in collecting, 59
modify strategies in light of new, 66-69
Kelleher, Herb, 92
Kennedy, President John F., 64, 65
lead generation, 13
leadership, providing sound, 174
Lombardi, Vince, 101
losing sight of the big picture, reasons for, 85-86
low-cost company, 123-124
low-cost firms, common characteristics of, 123-124
management styles,
autocratic, 102
multiplicity of, 102
management,
crisis in, 150
four phases of, 150-152
cautions regarding, 104
transitioning to people, 152
management-crisis dilemma, 158
managers, introverted, 148
meetings, weekly One-on-One, 35
micromanagement, 75
cautions regarding, 104
micromanager, the autocrat as, 103
Miracle on the Hudson (U.S. Airways Flight 1549), 52-53
natural abilities,
allowing a person to exercise their, 102
get candidates to reveal their, 94-95
needs, your customer’s true, 116
new developments, be on the lookout for, 61
One-on-One, 191-192
operational activities, 141
operational process,
creation of a firm’s, 143
designing a, 141
operations process, 140-145
operations,
continuously improve your firm’s, 145
using a diagram to illustrate your day-to-day, 142-143
plan, reasons most businesses lack a, 47
planning, traditional annual, 54-55, 56
planning process,
adaptability as an important component of, 57
conditions requiring an excellent, 50-51
creating a, 51-73
definition of, 51
examples of building, 51-53
five fundamental steps for creating, 53
never-ending nature of, 67
strategies and the, 63-66
two ways to conduct your, 54-59
Position Description,
authority section of, 191
five most important parts of, 91
sample, 88-90
key components of an effective, 87
traditional job description vs. 87
using two different versions of, 92
principles,
example, 164
importance of shared, 162-164
inviolability of, 163
process,
empowerment, 171
focus on the, 43-73
outcomes vs., 147
reliability, importance of employee, 166-168
resume
as an inaccurate predictor of success, 108-111
importance of truthfulness of the, 110
revenues, contracted vs. new, 136
reward program, company-wide, 194-198
objectives of, 194-195
rewards, advantage of backloading, 196
sales
funnel, 134-136
process, 138-140
continually refine the, 140
important part of the overall, 137
sample, 139
two major activities in, 134
training programs, 138
vs. revenues, 136
sales-driven companies, 134
Spider Diagram, 62, 63, 68, 71, 133
strategies and goals, relationship between, 63-66
success, create clear vision of, 16
system of managing,
employ a, 175
six tools to assist in creating an effective, 180-198
three benefits of a proven and effective, 176
team,
empower your entire, 147-172
how to create a high-functioning, 106-107
Team Resourcing, 189-191
two very important attributes to, 190
unreliable employees, two types of, 167
vision,
company,
misconceptions regarding creating and communicating, 22
process of creating, 20
process of creating your, 21-23
three areas of focus for your, 18
your, functions of, 19