Leading-Edge Manager's Guide to Success, with Website

DAVID PARMENTER is an international presenter who is known for his thought-provoking and lively sessions that have led to substantial change in many organizations. He is a leading expert in the development of winning KPIs, replacing the annual planning process with quarterly rolling planning, and management practices that will get you to the top. David has delivered workshops to thousands of attendees in many cities around the world. He is also the author of Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, Pareto's 80/20 Rule for Corporate Accountants, and Winning CFOs: Implementing and Applying Better Practices (all from Wiley). David Parmenter can be contacted via parmenter@waymark.co.nz or or +64 4 499 0007. His website, www.davidparmenter.com, contains many white papers, articles, and freeware that will be useful to the reader.

• Preface xvHow to Use This Book xvWhy Feature Leadership Stories throughout This Book? xviiElectronic Media Available xviiAcknowledgments xixPart I Selecting the Mountain and Your GuidesChapter 1 Creating a Vision of What You Want to Achieve 3Neuro-Linguistic Programming 3Influencing the Environment 4Chapter 2 Find Out about Yourself 7Personal Baggage 7Courses to Attend 8Locking in a New Behavior Trait 10Inner Disarmament 13Chapter 3 Locating a Mentor 15Why You Need a Mentor 15How to Find a Mentor 17How to Ask Someone to Be Your Mentor 17Types of Mentors 18Some Mentoring Better Practices 18Chapter 4 Finding the Right Organization for You 21Working under a Great CEO 21Working for a Great Manager 22A Great Leader 22Part II Getting Prepared For ManagementChapter 5 Creating Winning Personal Habits 33Treasure Mapping 33Self-Recognition 35Recognition of Others 36Making Decisions 37Do Not Run Out of Fuel 39Continuous Innovation 41Learn How to “Post-It” Reengineer 42Mind Mapping 43Business Etiquette 45Managing Relationships 45Cell Phone Etiquette 45Greeting the Guest 46Remember You/Remember Me 47Disengaging Swiftly and Politely 47Full Attention at Meetings 48Returning Phone Calls 48Golden Rules with Email 49Chapter 6 Developing Winning Work Habits 53Attend a One Week Management Course 53How to Help Your Boss Be Successful 54How to Handle a “Bully of a Boss” 57Time Management: The Basics 58The 4:00 P.M. Friday Weekly Planner 63Power Dressing 63Preparing for Your Performance Review 64Preparing a Monthly Progress Report 64Quality Assurance Checks 64Contributing to Your Organization’s Intranet 67Making the Most out of Your Computer Applications 67In Pursuit of Slow 68Better-Practice Graphics 68Delivering Bulletproof PowerPoint Presentations 70Searching the Web Efficiently 77Interview Techniques 78Chapter 7 Part Two Progress Checklist 81Thirteen-Week Change Program 81Lessons from Sir Edmund Hillary’s Expeditions 81Part III Being a Better ManagerChapter 8 Improving Team Performance: The Basics 91Attending Further Management Courses 91Staff Debriefing at the End of the Day 92Attracting the Best Staff to the Team 92Getting the Right Staff 93Getting the Induction Process Right 93Set Up Monthly One-on-One Progress Meetings with Direct Reports 94Performance Reviews that Work 95Hold Offsite Meetings for the Team at Least Twice a Year 97Make Work Fun 98In-House Satisfaction Survey 100Getting a Bigger “Bang” for Your Training Dollar 102Managing Staff on Sick Leave 103Stress Management 104Apply Pareto’s 80/20 Principle in Your Work 104Maintain a Focus on Materiality 105Chapter 9 Improving Team Performance: The Cutting Edge 107Implementing “Action Meetings” Methods 107Hourly Meeting Cost 111Check the Need for the Meeting 111Ban Morning Meetings 112Learn How to Negotiate 112The Hidden Cost of Downsizing 113Dismissing a Poor-Performing Employee 114The Overnight Challenge 116Use the One-Minute-Manager Techniques 116Introduce a Team Balanced Scorecard 116Lessons from a World-Class Coach 118Chapter 10 Effective Recruiting 123Understand That Time Spent Recruiting Is the Most Valuable Time 123Cathay Pacific Recruitment 124Peter Drucker’s Five-Step Process 12414 Great Questions to Help Get Select ‘A’ Players 125Using the Organization’s Values in Recruiting 125Involve the Human Resources Team 125Use Simulation Exercises and Psychometric Testing 126Assessment Centers 126Involve Your Team in the Final Selection Process 127Ask Your Top Employees for Referrals 127Reference Checks: The Do’s and Don’ts 128Selecting an Executive Assistant to Be Your Copilot 129Chapter 11 Becoming More Financially Aware 131Understand Your Financial Responsibilities as a Budget Holder 131Understanding Internal Controls 132Understand Your Organization’s Financial Statements 132Balance Sheet or the Statement of Financial Position 133Statement of Profit and Loss 135Source and Disposition of Funds 136Chapter 12 Developing Your Selling Skills 139Selling a New Process through “Emotional Drivers” 139Always Pre-Sell Your Proposals 140Selling Your Team to Your Peers 141Chapter 13 Working Smart with the Outside World 143Supplier Relationships 143Seeking Publicity 145Using Outside Consultants Effectively 145Chapter 14 Part Three Progress Checklist 155A Bulldog Who Never Gave Up: Churchill’s Leadership Lessons 155Part IV Being A Leader Who Makes A DifferenceChapter 15 Learning Must Never Stop 165A Constant Thirst for Knowledge 165The Thinking of Jeremy Hope 166The Thinking of Harry Mills 166Chapter 16 Key Performance Indicators Can Transform Your Organization 169The Great KPI Misunderstanding 169The 10/80/10 Rule 170Characteristics of a KPI 173Importance of Identifying the Critical Success Factors 175The Balanced Scorecard 176Winning KPIs Link Day-to-Day Activities to Strategy 177Implementing Winning KPIs 178Use the Emotional Drivers When Selling Winning KPIs 178If Your KPIs Are Not Working, Throw Them Out and Start Again 179Importance of Daily CEO Follow-Up 180Chapter 17 Reporting Performance Measures in a Balanced Way 181Reporting Measures Daily, Weekly, Monthly 181How KPIs and Financial Reporting Fit Together 186Chapter 18 Making a Difference in the Senior Management Team 187Your Involvement with the Organization’s Intranet 187Your Ability to Lead 189Your Competency with Technology 191Your Ability to Work in the “Not Urgent and Important” Quadrant 191Your Ability to Finish 192Your Commitment to Human Resources Management Techniques 193Chapter 19 Finding Your Organization’s Critical Success Factors 195Few Organizations Know Their Critical Success Factors 195Definition of Critical Success Factors 196Identifying Organization-wide Critical Success Factors 196Identifying Organization-wide CSFs: A Three-Stage Process 198Chapter 20 Special Organizations 203Cathay Pacific Recruiting Frontline Staff Born with the Ability to Serve 203Building an Organization That Works in the Fourth Dimension: SMASH 205Toyota’s 15-Year Advantage 210Management Practices by the Pier Nine Restaurant 214Chapter 21 Making Your Day More Successful 219Managing Your Scarcest Resource: Your Time 219Revolutionizing the Working Day 221Planning a Sabbatical 223Bring Back the Morning Tea Break 223SMT Lunches and the Monthly Team Breakfast 224Focusing on One’s Goals During the Day 225Chapter 22 Reporting to the Board 227Selling the Change to the Board 227Costing Board Papers 228Scoping Information Requests 228Avoiding Rewrites of Board Reports 230Tabling Board Papers Electronically 230Do Not Give the Board “Management Information” 231Training Session for All Writers of Board Papers 231Set Timely Board Meetings Less Frequently 232Using a Dashboard to Report Key Result Indicators to the Board 234Chapter 23 Annual Planning Is Not Working 239Throw Out Your Annual Planning and Associated Monthly Budget Cycle 239If You Must Keep an Annual Plan, Do It in Two Weeks 241Chapter 24 Quarterly Rolling Forecasting and Planning 247The Quarterly Rolling Forecast 247QRF Quickly Creates the Annual Plan Goalposts 250QRP Creates a Quarter-by-Quarter Funding Mechanism 250QRF Is Based on a Planning Application—Not on Excel 251QRF Should Be Based on the Key Drivers 251QRF Has a Fast, Light Touch (Completed in One Week) 254Chapter 25 CEO Feedback 255Managing One’s Ego 255Measuring Your Performance as a CEO 255Chapter 26 Implement Reporting That Works 259Daily/Weekly Reporting 259Month-End Reporting 260Snapshot of All Projects Currently Started 268Reporting the Strategic Objectives/Risks/Costs Pressures 271The One-Page Investment Proposal 271Chapter 27 Seeking Staff Opinion on a Regular Basis 277A Staff Survey Run Three or Four Times a Year 277Designing a Staff Survey 278Chapter 28 Importance of the Human Resources Team 281Selecting the Right People for the Business 281Reducing the Need to Recruit 282Reducing Recruitment Costs 282Developing Managers and Staff 282Enhancing the Organization’s Performance through Changing the Culture 283Savings through Reducing Sick-Pay Payments 283Managers Do Not Have the Time and Expertise to Be HR Experts 283Steps You Can Take Right Now 285Chapter 29 Performance Bonus Schemes 287The Billion-Dollar Giveaway 287The Foundation Stones 287Chapter 30 Avoiding a Rotten Takeover or Merger 299How Mergers Go Wrong 299Alternatives to a TOM 305Chapter 31 The Perils of Restructuring 307Why Do We Appear to Have an Addiction to Reorganization? 307Typical Reasons for a Reorganization 308Before You Look at a Reorganization 313Chapter 32 Becoming a Serving Leader: A Viking with a Mother’s Heart 315Five Foundation Stones of a Serving Leader 316Areas of Focus for a Serving Leader 325Crisis Management 326Abandonment 327Recruiting Your Team 328Abundance of Positive Energy 328Develop and Maintain Relationships 330Student of Psychology 331Seeing the Future 332Focus on Learning and Innovation 333Finishing What You Start 334Develop, Engage, and Trust 335Valuing Results and People 338Accumulate Experience 339A Viking with a Mother’s Heart 339Chapter 33 Part Four Progress Checklist 341Twelve-Week Change Program 341Appendix A In-House Customer Satisfaction Survey 347Appendix B List of Success Factors 353Appendix C Intranet Content Checklist 357Appendix D Recognition Letters 365Appendix E Focus Group Meeting Workshop 367Appendix F Putting Your Support behind Initiatives 369Appendix G Staff-Satisfaction Survey 371Appendix H A 360-Degree Feedback Questionnaire Suitable for a CEO 373Index 377