- 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
Out of Bounds
Now let’s look at what happens when the employee doesn’t stay within bounds. In this case, the employee has crossed the boundaries. Perhaps he is behind schedule. Or perhaps he has violated the guidelines for dealing with customers. For whatever reason, he’s out of bounds.
Enabling Empowerment: Corrective Action Needed
“Now we have a situation,” says Mike, “where the employee has crossed the boundaries. So what happens? This is where our manager gets involved in establishing some corrective action and some coaching. The company simply won’t allow this.
“If it happens infrequently, as is usually the case, we expect our coaching to produce improved performance. If it happens more than we expect, we may need to find that employee a new position, and perhaps that position is with another company. But the behavior won’t be allowed to continue.
“You’ll notice that the employee came very close to the boundary earlier on in the process. Perhaps it appeared that he would miss a deadline. At this point, or even beforehand, the supervisor may have coached him to get him back on track—or perhaps he figured it out on his own. Since he got back on track, it appears that something worked.
“One of the valuable things about this system is that the goals and boundaries are clear. So, we know when we’re on track, we know when we’re out of bounds, and we know when corrective action is needed.”
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