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Chapter 5: Empower Your Entire Team
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Chapter 5: Empower Your Entire Team
by John Cioffi
The Winning Manager’s Playbook
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
The Value of This Chapter
Never try to teach a pig to sing
Matching people to the position
Define the Position
POSITION DESCRIPTIONCHIEF ESTIMATOR
Find the right person
Coach them to excellence
Hire the right person, not the right resume
Points to Remember
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
What can you do to make more profit?
General Ways
Taking Discounts
What can you do to get more cash?
Managing inventory
A trick done with mirrors
But inventory is boring—I like to do the fun stuff!
Accounts receivable
Another trick done with mirrors
Points to Remember
Appendix B: Business Plan Outline and Guidance
How to use this outline
Business Plan Outline
1. Purpose
2. Executive summary
3. The company
4. Marketing plan
5. Operational plan
6. Legal and professional issues
7. Financial plans
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
The jury paradox
Humans are like radios
Why is this so difficult just because I’ve added a few folks?
So, how do we fix it?
Recommended Reading
Index
About the Author
Your Comments
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The Value of This Chapter
5
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MPOWER
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