Moving into a new position of leadership is one of the toughest challenges a businessperson can face. Yet, many drift into it without adequate preparation, hoping a great career will just happen. In The Leading–Edge Manager′s Guide to Success, performance management thought leader David Parmenter presents proven solutions and cutting–edge techniques for you to use in your journey toward becoming an extraordinary manager and leader. This practical guide will help you manage your leadership transition so you can take charge, build your team, and deliver results.
The Leading–Edge Manager′s Guide to Success
"Many people are jumping on the leadership bandwagon lately with no idea of what effective management and authentic leadership look and sound like or how to develop leadership talent in themselves and others. In refreshing contrast, David Parmenter spells and sounds it all out in this useful guide. Strike up the band!" Ken Shelton, Editor/Publisher, Leadership Excellence, [external URL]
"To thrive rather than survive a manager needs inspiration, guidance, and practical tools. The Leading–Edge Manager′s Guide to Success is the North Star and built–in Navman that both first–time, and not–so–new, leaders have been looking for." Harry Mills, Managing Director, Mills Group; author of Artful Persuasion and The Rainmaker′s Toolkit
"I recognized David Parmenter′s potential as an insightful and genuinely practical management and leadership writer almost twenty years ago. And now, so many successful books, columns, and articles later, he has written The Leading–Edge Manager′s Guide to Success. I will not be in the least surprised if this book sells more than any of his others and earns global recognition as the definitive management and leadership text." Reg Birchfield, publisher, editor and writer
How to Use This Book.
Why Feature Leadership Stories throughout This Book?
Electronic Media Available.
PART I SELECTING THE MOUNTAIN AND YOUR GUIDES.
CHAPTER 1 Creating a Vision of What You Want to Achieve.
Influencing the Environment.
CHAPTER 2 Find Out about Yourself.
Courses to Attend.
Locking in a New Behavior Trait.
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.
Recognition of Others.
Do Not Run Out of Fuel.
Learn How to "Post–It" Reengineer.
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.
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.
Delivering Bulletproof PowerPoint Presentations.
Searching the Web Efficiently.
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.
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.
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.
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.
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.
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.
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.