David Parmenter

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

Strategies and Better Practices

• Gebundenes Buch

Produktbeschreibung

Practical, commonsense advice on becoming an effective leader

Examining the baggage that most managers have and then helping them to understand the personal traits that can limit their potential, this book guides you through the pathway of self development, then takes you through management and leadership better practices, providing many implementation tools.
All you need to know when getting prepared for a 'management role'
How to develop 'conquest leadership' attributes
Traits to make you a 'winning' CEO
Latest thinking on KPIs, quarterly rolling planning, decision based reporting and performance related pay
How to create Winning Management and Leadershp Habits
Examines how to become More Financially Aware

This book is a very practical guide with templates, 'how to do it tools', stories about gifted leaders, checklists and examples and is devoid of all intellectual arguments on management. With directional guidance on what managers need to know in order to be able to manage and lead others, The Leading-Edge Manager's Guide to Success helps managers and 'managers to be' as they climb the 'management mountain.'

Produktdetails

• Verlag: Wiley & Sons
• 1. Auflage
• Seitenzahl: 400
• Erscheinungstermin: 5. April 2011
• Englisch
• Abmessung: 235mm x 157mm x 26mm
• Gewicht: 733g
• ISBN-13: 9780470920435
• ISBN-10: 0470920432
• Artikelnr.: 31573879

Autorenporträt

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 [e-mail] or or [phone]. His website, www.davidparmenter.com, contains many white papers, articles, and freeware that will be useful to the reader.

Inhaltsangabe

Preface. How to Use This Book. Why Feature Leadership Stories throughout
This Book? Electronic Media Available. Acknowledgments. PART I SELECTING
THE MOUNTAIN AND YOUR GUIDES. CHAPTER 1 Creating a Vision of What You Want
to Achieve. Neuro-Linguistic Programming. Influencing the Environment.
CHAPTER 2 Find Out about Yourself. Personal Baggage. Courses to Attend.
Locking in a New Behavior Trait. Inner Disarmament. CHAPTER 3 Locating a
Mentor. Why You Need a Mentor. How to Find a Mentor. How to Ask Someone to
Be Your Mentor. Types of Mentors. Some Mentoring Better Practices. CHAPTER
4 Finding the Right Organization for You. Working under a Great CEO.
Working for a Great Manager. A Great Leader. PART II GETTING PREPARED FOR
MANAGEMENT. CHAPTER 5 Creating Winning Personal Habits. Treasure Mapping.
Self-Recognition. Recognition of Others. Making Decisions. Do Not Run Out
of Fuel. Continuous Innovation. Learn How to "Post-It" Reengineer. Mind
Mapping. Business Etiquette. Managing Relationships. Cell Phone Etiquette.
Greeting the Guest. Remember You/Remember Me. Disengaging Swiftly and
Politely. Full Attention at Meetings. Returning Phone Calls. Golden Rules
with Email. CHAPTER 6 Developing Winning Work Habits. Attend a One Week
Management Course. How to Help Your Boss Be Successful. How to Handle a
"Bully of a Boss". Time Management: The Basics. The 4:00 P.M. Friday Weekly
Planner. Power Dressing. Preparing for Your Performance Review. Preparing a
Monthly Progress Report. Quality Assurance Checks. Contributing to Your
Organization's Intranet. Making the Most out of Your Computer Applications.
In Pursuit of Slow. Better-Practice Graphics. Delivering Bulletproof
PowerPoint Presentations. Searching the Web Efficiently. Interview
Techniques. CHAPTER 7 Part Two Progress Checklist. Thirteen-Week Change
Program. Lessons from Sir Edmund Hillary's Expeditions. PART III BEING A
BETTER MANAGER. CHAPTER 8 Improving Team Performance: The Basics. Attending
Further Management Courses. Staff Debriefing at the End of the Day.
Attracting the Best Staff to the Team. Getting the Right Staff. Getting the
Induction Process Right. Set Up Monthly One-on-One Progress Meetings with
Direct Reports. Performance Reviews that Work. Hold Offsite Meetings for
the Team at Least Twice a Year. Make Work Fun. In-House Satisfaction
Survey. Getting a Bigger "Bang" for Your Training Dollar. Managing Staff on
Sick Leave. Stress Management. Apply Pareto's 80/20 Principle in Your Work.
Maintain a Focus on Materiality. CHAPTER 9 Improving Team Performance: The
Cutting Edge. Implementing "Action Meetings" Methods. Hourly Meeting Cost.
Check the Need for the Meeting. Ban Morning Meetings. Learn How to
Negotiate. The Hidden Cost of Downsizing. Dismissing a Poor-Performing
Employee. The Overnight Challenge. Use the One-Minute-Manager Techniques.
Introduce a Team Balanced Scorecard. Lessons from a World-Class Coach.
CHAPTER 10 Effective Recruiting. Understand That Time Spent Recruiting Is
the Most Valuable Time. Cathay Pacific Recruitment. Peter Drucker's
Five-Step Process. 14 Great Questions to Help Get Select 'A' Players. Using
the Organization's Values in Recruiting. Involve the Human Resources Team.
Use Simulation Exercises and Psychometric Testing. Assessment Centers.
Involve Your Team in the Final Selection Process. Ask Your Top Employees
for Referrals. Reference Checks: The Do's and Don'ts. Selecting an
Executive Assistant to Be Your Copilot. CHAPTER 11 Becoming More
Financially Aware. Understand Your Financial Responsibilities as a Budget
Holder. Understanding Internal Controls. Understand Your Organization's
Financial Statements. Balance Sheet or the Statement of Financial Position.
Statement of Profit and Loss. Source and Disposition of Funds. CHAPTER 12
Developing Your Selling Skills. Selling a New Process through "Emotional
Drivers". Always Pre-Sell Your Proposals. Selling Your Team to Your Peers.
CHAPTER 13 Working Smart with the Outside World. Supplier Relationships.
Seeking Publicity. Using Outside Consultants Effectively. CHAPTER 14 Part
Three Progress Checklist. A Bulldog Who Never Gave Up: Churchill's
Leadership Lessons. PART IV BEING A LEADER WHO MAKES A DIFFERENCE. CHAPTER
15 Learning Must Never Stop. A Constant Thirst for Knowledge. The Thinking
of Jeremy Hope. The Thinking of Harry Mills. CHAPTER 16 Key Performance
Indicators Can Transform Your Organization. The Great KPI Misunderstanding.
The 10/80/10 Rule. Characteristics of a KPI. Importance of Identifying the
Critical Success Factors. The Balanced Scorecard. Winning KPIs Link
Day-to-Day Activities to Strategy. Implementing Winning KPIs. Use the
Emotional Drivers When Selling Winning KPIs. If Your KPIs Are Not Working,
Throw Them Out and Start Again. Importance of Daily CEO Follow-Up. CHAPTER
17 Reporting Performance Measures in a Balanced Way. Reporting Measures
Daily, Weekly, Monthly. How KPIs and Financial Reporting Fit Together.
CHAPTER 18 Making a Difference in the Senior Management Team. Your
Involvement with the Organization's Intranet. Your Ability to Lead. Your
Competency with Technology. Your Ability to Work in the "Not Urgent and
Important" Quadrant. Your Ability to Finish. Your Commitment to Human
Resources Management Techniques. CHAPTER 19 Finding Your Organization's
Critical Success Factors. Few Organizations Know Their Critical Success
Factors. Definition of Critical Success Factors. Identifying
Organization-wide Critical Success Factors. Identifying Organization-wide
CSFs: A Three-Stage Process. CHAPTER 20 Special Organizations. Cathay
Pacific Recruiting Frontline Staff Born with the Ability to Serve. Building
an Organization That Works in the Fourth Dimension: SMASH. Toyota's 15-Year
Advantage. Management Practices by the Pier Nine Restaurant. CHAPTER 21
Making Your Day More Successful. Managing Your Scarcest Resource: Your
Time. Revolutionizing the Working Day. Planning a Sabbatical. Bring Back
the Morning Tea Break. SMT Lunches and the Monthly Team Breakfast. Focusing
on One's Goals During the Day. CHAPTER 22 Reporting to the Board. Selling
the Change to the Board. Costing Board Papers. Scoping Information
Requests. Avoiding Rewrites of Board Reports. Tabling Board Papers
Electronically. Do Not Give the Board "Management Information". Training
Session for All Writers of Board Papers. Set Timely Board Meetings Less
Frequently. Using a Dashboard to Report Key Result Indicators to the Board.
CHAPTER 23 Annual Planning Is Not Working. Throw Out Your Annual Planning
and Associated Monthly Budget Cycle. If You Must Keep an Annual Plan, Do It
in Two Weeks. CHAPTER 24 Quarterly Rolling Forecasting and Planning. The
Quarterly Rolling Forecast. QRF Quickly Creates the Annual Plan Goalposts.
QRP Creates a Quarter-by-Quarter Funding Mechanism. QRF Is Based on a
Planning Application--Not on Excel. QRF Should Be Based on the Key Drivers.
QRF Has a Fast, Light Touch (Completed in One Week). CHAPTER 25 CEO
Feedback. Managing One's Ego. Measuring Your Performance as a CEO. CHAPTER
26 Implement Reporting That Works. Daily/Weekly Reporting. Month-End
Reporting. Snapshot of All Projects Currently Started. Reporting the
Strategic Objectives/Risks/Costs Pressures. The One-Page Investment
Proposal. CHAPTER 27 Seeking Staff Opinion on a Regular Basis. A Staff
Survey Run Three or Four Times a Year. Designing a Staff Survey. CHAPTER 28
Importance of the Human Resources Team. Selecting the Right People for the
Business. Reducing the Need to Recruit. Reducing Recruitment Costs.
Developing Managers and Staff. Enhancing the Organization's Performance
through Changing the Culture. Savings through Reducing Sick-Pay Payments.
Managers Do Not Have the Time and Expertise to Be HR Experts. Steps You Can
Take Right Now. CHAPTER 29 Performance Bonus Schemes. The Billion-Dollar
Giveaway. The Foundation Stones. CHAPTER 30 Avoiding a Rotten Takeover or
Merger. How Mergers Go Wrong. Alternatives to a TOM. CHAPTER 31 The Perils
of Restructuring. Why Do We Appear to Have an Addiction to Reorganization?
Typical Reasons for a Reorganization. Before You Look at a Reorganization.
CHAPTER 32 Becoming a Serving Leader: A Viking with a Mother's Heart. Five
Foundation Stones of a Serving Leader. Areas of Focus for a Serving Leader.
Crisis Management. Abandonment. Recruiting Your Team. Abundance of Positive
Energy. Develop and Maintain Relationships. Student of Psychology. Seeing
the Future. Focus on Learning and Innovation. Finishing What You Start.
Develop, Engage, and Trust. Valuing Results and People. Accumulate
Experience. A Viking with a Mother's Heart. CHAPTER 33 Part Four Progress
Checklist. Twelve-Week Change Program. APPENDIX A In-House Customer
Satisfaction Survey. APPENDIX B List of Success Factors. APPENDIX C
Intranet Content Checklist. APPENDIX D Recognition Letters. APPENDIX E
Focus Group Meeting Workshop. APPENDIX F Putting Your Support behind
Initiatives. APPENDIX G Staff-Satisfaction Survey. APPENDIX H A 360-Degree
Feedback Questionnaire Suitable for a CEO. Index.