The building blocks, neither faddish nor outdated, of a successful business.
A means of creating a company culture of achievement and accountability. Detailed guidance on how to execute the key concepts, with a focus on goals. John and Ken have hit a homerun with this book. By adopting these practices and concise habits, our company transformed from a family business to a professionally managed business.
The right people with clearly integrated personal and company goals yield real value increases in any company, and this book shows you how to do it. The key to success for managers is to learn how to improve the processes they use to conduct their business activities. All managers face similar challenges, and this book puts a proven and practical knowledge base at their fingertips and will be of tremendous value to all of them. The authors have a way of grabbing our feet and pulling us back down to the real world, while still allowing us to excel as a creative firm.
It is articulate, focused, and full of valuable experience. This book is beautifully written, and unlike most business books the text flows extremely well. Great job! We applied the effective practices in this book to produce a company with strong growth, solid profitability, and empowered employees who exceed their goals and are commensurately rewarded. Not too many furniture companies can say this in the current economy.
Business book reviews: ‘Focus’ and ‘The Winning Manager’s Playbook’
This book may not be reproduced, in whole or in part, in any form or by any means electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system now known or hereafter invented, without written permission from the publisher, The Career Press. Customer services. Success in business. Willig, Ken. To our clients: We are forever grateful to all of our clients for your trust and confidence. You allow us to speak candidly, encouragingly, and, at times, critically.
We love our role as coaches, and we treasure the opportunities you have given us to participate in your successes. Our association with you has always resulted in measurable changes to your company as well as to us, and in some cases we have forged fabulous friendships, which we treasure greatly. Thank you! Our clients have always been the focus of our activities. Many of our friends, colleagues, and family members provided us with advice and critique early in the development of this book as well as during its production.
We are enormously grateful to all of you. Helping us to put this book in your hands were Ellen Neuborne, who assisted us in navigating the publishing industry, and Cynthia Zigmund, our wonderful literary agent, who provided us with startlingly good advice and critique and found the right publisher for us at Career Press. Finally, though certainly not least, we are thankful to our wives for their patience and understanding. They believed in us and in our goal of bringing our ideas to the printed page and thus to a broader audience.
Like quiz show contestants, managers are constantly guessing at the right answers. This is especially true today, when change is rapid, frequent, and almost routine. Our businesses are in constant flux, customers are global and ever-changing, markets quickly emerge and wane, and product life cycles are shorter than ever. CEOs and owners challenge their managers to adapt to this changing environment, while expectations for a life-long career at National Widget have long disappeared along with the pension.
These practices are basic building blocks—they are neither faddish nor outdated, but enduring in their value and effectiveness. Using these six practices will compel you to do the Right Things good leadership as well as to do Things Right good management. It also helps you avoid the other three options, which are roads to failure.
Many managers use one or more of these practices at one time or another.
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Another manager might adopt some effective management practices in response to a period of chaos, while yet another might decide to improve his operations by weeding out the dead wood and replacing the non-performers with folks who can do the job. Unfortunately, and predictably, these measures alone often are unsuccessful. And this sometimes leads managers to conclude that they are inherently ineffective. For example, consider the manager that just decided to set some goals and make a plan for the coming year. Without the discipline and accountability to actually implement the plan, her division almost certainly will not achieve its goals.
Perhaps even worse, the manager will initially raise expectations only to leave her team demoralized and disillusioned by inaction or lack of success. The result will be a team that would have been better off if no goals had been set and no plans made! At least the day-to-day muddling through would have had the comfort of an established routine. And make no mistake, being consistent in applying these practices is not easy for everyone—it takes a change in habits, followed by discipline and commitment.
These include actual client stories, plain narratives, and a composite story of a construction-related company owned by Mike. Making changes, whether personally or within a business, takes courage and persistence. Although we may know that some type of change is needed, many of us are resistant to making that change.
A final note concerns one of the lessons Mike uses to keep his employees focused on their goals. The bright shiny nails that are so frequently dropped by the carpenters on typical construction jobs are not useful. With all of this in mind, implement preventative maintenance practices.
One example of a simple-but-effective preventative maintenance measure is cleaning out rain gutters and downspouts at properties to keep roofing and stucco from sustaining water damage in the event of heavy rainfall. Next is a practice that falls under the category of going above and beyond the call of duty: Audit your clients' insurance policies and shop them around. So put your money where your mouth is, and save for them in areas other than your direct professional relationship with them. This will show them they can trust you, that you truly have their best interests in mind.
Any way you can conceivably save your clients money, you should.
The last habit of highly effective property managers focuses on communication. Every six months I know, here we go again with the precise scheduling , you should speak with each of the owners you represent, regarding their goals. What exactly do they want to get out of a working relationship with you? Have their goals for their property changed over the course of the last half-year? This can make for a great access point to a more general conversation about how they feel their property has thrived or not under your management. Please enter recipient e-mail address es.
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The Winning Manager's Playbook by John Cioffi and Ken Willig - Read Online
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