Preface.
How to Use This Book.
Why Feature Leadership Stories throughout This Book.
Electronic Media Available.
Acknowledgments.
PART ONE: 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.
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 TWO 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” Re-Engineer.
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.
Email Etiquette.
Chapter 6 Developing Winning Work Habits.
Attend a Week Long Management Course.
How to Help Your Boss Be Successful.
How to Handle a “Bully of a Boss”.
Time Management: The Basics.
The 4pm Friday Weekly Planner.
Power Dressing.
Preparing for Your Performance Review.
Preparing a Monthly Progress Report.
Quality Assurances Checks.
Contributing to Your Organization’s Intranet.
Making the Most Out of Your Computer Applications.
In Pursuit of Slow.
Better Practice Graphics.
Delivering Bullet Proof PowerPoint Presentations.
Searching the Web Efficiently.
Interview Techniques.
Chapter 7 Part Two Progress Checklist.
13 Week Change Program.
Lessons from Sir Edmund Hillary's expeditions.
PART THREE: BEING A BETTER MANAGER.
Chapter 8 Improving Team Performance: The Basics.
Attending Further Management Courses.
Reflecting at the End of the Day.
Attracting the Best Staff to the Team.
Getting the Right Staff.
Getting Induction Process Right.
Set-Up Monthly One-On-One Progress Meetings with Direct Reports.
Performance Reviews that Work.
Hold Off-Site Meeting for Team at Least Twice a Year.
Make Work Fun.
In-House Satisfaction Survey.
Getting a Bigger “Bang” for Training Buck.
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.
Cathy Pacific Recruitment.
Peter Drucker's Five Step Process.
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 Dos and Don'ts.
Selecting an Executive Assistant Who Will Be a Co-Pilot.
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 the “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 Progress Checklist.
A Bulldog Who Never Gave Up: Churchill's Leadership lessons.
PART FOUR: BEING A LEADER THAT 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.
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.
Frequency of Reporting Measures.
How KPIs and Financial Reporting Fit Together.
Chapter 18 Making a Difference in the Senior Management Team.
Your Involvement With the Organization's Intranet.
Being Botered-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 Front Line 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 Scarce Resource: Your Time.
Revolutionizing the Working Day.
Planning a Sabbatical.
Bring Back the Morning 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 of the Information Requests.
Avoiding Re-Writes 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.
Reporting Key Result Indicators in a Dashboard to the Board.
Chapter 23 Annual Planning Is Not Working.
Throw Out Your Annual Planning and Associated Monthly Budget Cycle.
If You Are to Keep an Annual Plan Do it in Two Weeks.
Chapter 24 Quarterly Rolling Forecasting and Planning.
QRF Creates the Annual Plan Goal Posts Quickly.
QRP Creates a Quarter-By-Quarter Funding Mechanism.
QRF Is Based on a Planning Application – Not Excel.
QRF Should Be Based Around 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 to Four Times a Year.
Designing a Staff Survey.
Chapter 28 The 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.
Why Managers Do Not Have the Time and Expertise to Be a Surrogate HR Resource.
Steps You Can Take Right Now.
Chapter 29 Performance Bonus Schemes.
The Billion Dollar Giveaway.
The Foundation Stones.
Chapter 30 Avoiding a Rotten Take Over or Merger.
How Mergers Go Wrong.
Other Reasons Why a TOM is a High Risk Activity.
Alternatives to a TOM.
Chapter 31 Re-Organization at Your Peril.
Why Do We Appear to Have an Addiction to Reorganization?
Typical Reasons for a Re-Organization.
Before You Look at a Reorganization.
Chapter 32 Becoming a Servant Leader: A Viking with a Mother's Heart.
Five Foundation Stones of a Servant 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 Progress Checklist on Good Leadership.
13 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 Putting Your Support Behind Initiatives.
Appendix F Putting Your Support Behind Initiatives.
Appendix G A Staff Satisfaction Survey.
Appendix H A 360-Degree Feedback Questionnaire Suitable for a CEO.
Index.
