- Cover Page
- Title Page
- Copyright Page
- Dedication
- Acknowledgments
- Contents
- Introduction
- Chapter 1: Set Goals All the Time
- The Value of This Chapter
- Company goals come in three flavors
- Some guidance on vision
- Creating your vision
- Near-term goals
- Directly related to fulfilling the company vision
- Challenging yet reasonable
- Measurable
- No more than three
- Established at least yearly
- Examples
- Financial health goal
- Customer-related goal
- Strategic goal
- Individual goals
- Don’t pick up nails
- Say no to the hamster wheel
- Points to Remember
- Chapter 2: Focus on the Process, Not a Plan
- The Value of This Chapter
- Most businesses don’t have a plan
- The process is more important than the plan
- Creating a planning process
- Identify the right information
- The traditional approach
- A Business Plan Outline
- An additional approach
- Engage everyone in collecting information
- Create successful strategies
- Be a spider
- Use the information wisely
- Chickens and eggs, strategies and goals
- So, what do we actually do?
- Modify the strategies in light of new information
- Do this frequently
- Survival of the fittest ideas
- Points to Remember
- Chapter 3: Coach the Right People
- Chapter 4: Serve the Right Customer
- The Value of This Chapter
- Define the right customers
- Create the right strategies for your right customers
- Generic strategies
- Low cost
- Differentiated products and services
- Differentiated customer service
- All three simultaneously
- Specific strategies
- Create a sales process to secure and serve your right customers
- The sales funnel
- 1. Lead
- 2. Strong Lead
- 3. Highly Likely
- The sales process
- Create an operations process to serve your right customers
- Constantly build the culture
- Invest Them with Importance
- Drive Them Home Every Day
- Look for People Who Buy In
- Points to Remember
- Chapter 5: Empower Your Entire Team
- The Value of This Chapter
- How can you empower your team?
- Management would be easy if you didn’t have to deal with people
- Enabling real empowerment
- Goals and boundaries
- Manager’s route to a goal
- Establishing the boundaries
- Early steps to goal achievement
- Out of Bounds
- Reaching the Goal
- Conditions for empowerment
- Example Principles
- Wide boulevards, high curbs
- The process as a diagnostic tool
- Points to Remember
- Chapter 6: Do the Right Things Right
- The Value of This Chapter
- A system of managing
- The Three Cs of an Effective System of Managing
- The Goal Management Team (GMT)
- The six tools
- GMT Meetings
- Team Resourcing
- Team Resourcing Ground Rules
- Position Descriptions
- One-on-Ones
- The daily huddle
- Football, construction, and the Blue Angels
- What’s in this for you?
- A company-wide reward program
- The company goals
- Available reward money
- The payout
- Should we also reward individual performance?
- Points to Remember
- Appendix A: Using Your Financial Statements to Generate More Profit and More Cash
- Appendix B: Business Plan Outline and Guidance
- Appendix C: The Interviewing Process: One of a Manager’s Most Critical Activities
- Isn’t this a job for the HR department?
- But I’m too busy to do all this
- So, what’s the answer?
- So, how do you do this?
- What’s different about this approach?
- An example
- A four-step process
- Here are the questions we created
- Great Communicator
- High Energy
- Goal-Oriented
- Competitive
- Always Positive
- Strong Work Ethic
- Humor
- Appendix D: The Sales Process: An Example Step
- Appendix E: Improving Communications
- Recommended Reading
- Index
- About the Author
-
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