. 8
( 8)

Ask employees to complete this form and return it via e-mail or on
paper. It can be done anonymously. Tally a score for each question by
adding up the total 1 to 10 scores and dividing by the number of re-
sponses with that question answered. Congratulate yourselves on scores
of 8 to 10. Plan to work throughout the year to increase scores of 5 to 7.
Items scored 4 or under must be considered high priority items, and you
should consider assembling task forces to find solutions immediately.
This holds true except for compensation issues where scores of 4 and 5
are to be expected; 3 or under should be investigated.

Always give employees feedback about overall scores as soon as possible”
at least within two weeks. Keep comments grouped by type on a separate
sheet. Respond to those who ask for a personal response by letter or meet-
ing within two weeks, as well.

Reality Check

Consider these questions about your completed worksheet:

• After ranking your problem areas by type in the survey, are they
what you expected?

• Are there steps you can take to immediately show your concern
for employees and their concerns?

• Are long-term problems, such as an unworkable facility or inad-
equate benefits, being dealt with? Are employees aware of the

• Are employees generally upbeat about the company?

• Has employee morale improved or worsened over time?
256 Lead with Courage

Worksheet 8.1
Employee Opinion Survey
Directions: Please read the following statements, and check the response that is closest to
your opinion or attitude (10 = strongly agree, 5 = have no opinion, 1 = strongly disagree).
Return to by .

Physical Facilities
1. For my area, the lighting, ventilation, and general working conditions are very good.
2. Other than my own computer, the supplies and machines I use are very good.
3. The computer hardware and software I use fill my needs very well.
4. Safety conditions here are very good.
5. My work space (desk, etc.) provides me with a lot of room to work.

6. For what I do, the pay is fair.
7. The reasons for getting or not getting a raise are very clear.
8. My pay here is higher than that for the same work at other organizations.
9. The insurance benefits are as good as other organizations™.
10. I have a clear understanding of all the benefits the company provides.

My Job/Supervisor
11. My on-the-job training has been very good.
12. The instructions that my supervisor gives me are always clear.
13. The amount of freedom I have to do a good job is all I need.
14. My last performance review with my supervisor was very helpful and informative.
15. I think I am supervised not too closely, but just about right.
16. The amount of feedback our department gets as to how we™re doing is very good.
17. I always know what my supervisor expects from me.
18. I always feel secure in telling my supervisor what I think.
19. My supervisor has pets and favorites.
20. When handling discipline, my supervisor is always fair.
21. My supervisor handles my complaints and problems very well.
22. I am never unfairly criticized by my supervisor.
23. The amount of work expected of me is considerable, but within reason.
24. My supervisor always gives me credit for a good job when I do one.
25. Overall, my supervisor always does his/her job.

Company Climate/Teamwork/Future
26. I find my work satisfying.
27. If I do good work, my job is secure.
28. The people I work with get along well together.
29. There is not enough cooperation between my department and other departments.
30. I have pride in our organization.
Leading Your Business for Maximum Results

Worksheet 8.1 (Continued)
31. If a good friend should ask me about a job here, I would strongly urge him/her to
work here.
32. For those who want to, there are opportunities to get ahead.
33. I think my future here is very bright and secure.
34. Employees are fairly selected for promotion.
35. I can trust top management to be fair.
36. The opportunities to talk to management, other than my supervisor, are many.
37. Top management seems to enforce company rules and policies appropriately.
38. I think top management is sincerely interested in the employees.

Considering all the questions, the one area where I most want to see improvement is
(write in the number of the question).

Comments on areas that weren™t covered by this survey:

Other comments.

I™d like a personal response to my survey. Name
I™d rather remain anonymous.
258 Lead with Courage


The Employee Opinion Survey (Worksheet 8.1) seeks to understand em-
ployee comfort and morale. The Company Performance Review (Work-
sheet 8.2) asks employees to rate behaviors that could kill a company over
time if left unchecked. The purpose of Worksheet 8.2 is to determine the
ethical issues of concern in the corporate culture. It should not be given
the same time the Employee Opinion Survey is distributed.

All of the items in the questions have done tremendous damage to com-
panies in the past. They all pertain to the actions of individuals, which
may be unknown, known, or even condoned by the organization. The
CEO™s setting standards for acceptable work behavior and the managers™
walking this talk are the only means for solving problems in these areas.

This review must be completed anonymously, or employees won™t be
comfortable answering honestly. The object is to make all employees
suddenly more aware that actions that are sometimes common in com-
panies can do real and lasting damage. It takes effort to increase the
recognition of ethical issues to make it easier to begin setting standards.

Making It Happen

The directions on Worksheet 8.2 ask employees to fill in one column at a
time with either a 1 or 2. The first column asks whether a particular be-
havior should be considered (in the employee™s opinion) ethical or un-
ethical, right or wrong. The second column asks employees whether this
behavior is exhibited at the company.

The most serious problems (again, in the opinion of the employee) will be
those with a score of 1 in the first column and also 1 in the second. The
company doesn™t need to be concerned with any questions in which scores
of 2 in the first column and 2 in the second column are uniformly present.

Reality Check

Consider these questions about your completed worksheet:

• Are there ethical issues you uncovered with this survey that sur-
prised and concerned you?
Leading Your Business for Maximum Results

Worksheet 8.2
Company Performance Review
Please help us improve the performance of our company by taking the time to give some
feedback. The first time you go through this review, please only pay attention to column 1 and
write in the number 1 or the number 2, depending on how you think the behavior described
should be perceived (not whether you find it here at the company) (1 = this is wrong, 2 = this
really isn™t a problem).
After you have numbers filled in in column 1, fill in column 2 by indicating how we behave here
at our company in relation to the behavior described (1 = yes, 2 = no).

Column 1 Column 2
Employees ¦
Don™t give a full days work for a full days pay.
Take office supplies home.
Use the organization™s telephone, fax, computer, photocopier
for personal use.
Accept gifts or favors from suppliers.
Distort or falsify internal reports.
Fill out time sheets with less than 100% accuracy.
Gossip about other employees.
Pad expense reports.
Plan company-paid trips around personal needs to travel.
Use company vehicles for personal errands.
Use company letterhead for personal correspondence.
Backdate reports or other documents to make it appear they
complied with procedures or completed work on time.
Say nothing when others are obviously violating rules.
Undermine morale.
Hold outside jobs that may have a conflicting interest.
Do other work on this company™s time or with its equipment.
Supervisors/Managers ¦
Discriminate by gender or race in hiring, promotion, or pay.
Abuse employees.
Deal inappropriately with ill or injured employees.
Allow or rationalize unsafe or unhealthy working conditions.
Discourage internal criticism about unfair activities.
Fail to give timely an honest performance reviews.
Fail to give promised salary increases.
Inadequately train employees.
Do not allow appropriate participation of qualified staff
members in major policy decisions.
260 Lead with Courage

Worksheet 8.2 (Continued)
Column 1 Column 2
Have unfair work performance expectations.
Inadequately compensate employees.
Do not pay overtime for extra work.
Take credit for staff accomplishments.
Blame employees for their own mistakes.
Advance their personal career instead of working in the best
interest of the organization.
Gossip about other managers.
Cast doubt on the credibility of other managers.
Create unhealthy competition between employees.
Give inadequate feedback or withhold information to gain or
keep power to themselves.
Ignore company policies when they want.
Discipline unfairly or inhumanely when discipline is warranted.
Top Management ¦
Mismanages corporate assets.
Accepts or creates reports that distort our actual performance.
Fails to address long-term problems.
Fails to discipline or terminate incompetent managers.
Pays itself in excess of its worth.
Misallocates human resources.
Inconsistently applies policies between staff or departments.
Has conflicts of interest.
Is not really living up to our mission statement.
Service to Our Customers ¦
We really care about our customers.
We display rude or arrogant behavior to our customers.
We say unkind things about customers when they aren™t there.
We provide an inadequate response to customer requests.
We make offers to customers to increase sales knowing we don™t
have the product available or the staff to handle the needs.
We do not make it a priority to respond to customer requests
in a timely manner.

Leading Your Business for Maximum Results

• Are you satisfied that the standards of behavior you have set are
high enough?

• Are there items that should be added to this list that are unique to
your company or industry?

• Do you have a policy and procedures manual or employee hand-
book that sets standards on these issues?

• Should some of these behaviors be cause for termination of

W H AT ™ S N E X T

Now that you™ve considered all of the worksheets and exercises, the
rest is up to you. I hope this book has given you the necessary tools
for growing your business in the long term and managing your
course of action day-to-day. But as we™ve said from the beginning,
the game is not won by the plan but by the execution. Create your
vision, set high standards, build long-term growth, and lead with
courage. Then enjoy the results.


T hroughout this book, there have been hundreds of questions essen-
tial to running a great business. Of all the questions in this book, I
consider these the 50 most critical. Consider making each of these ques-
tions the topic for weekly management meetings.

Do we have a vision about where we are going as a company?

Do we plan adequately to grow the company?

Do we communicate the plan to all who are involved with the

Do we have good cash management?

Are we building cash?

Is the overall financial condition of the company improving or

Do we have timely and accurate financial data to review?

Does the data we have help you make decisions? Do we need
more? Do we look at all the data you receive each month?

Do employees understand how their work impacts the com-
pany financially?

Is our company performing well compared to industry

264 Appendix One

11. Do we have adequate internal controls to prevent employee

12. Do we meet with employees at least once a month to review
variances and trends?

Are we losing market share?

14. Have we surveyed or otherwise communicated with our cus-
tomers for their input in improvements in service and new

15. Are overall customer complaints trending up or down?

16. Do we clearly understand our customers and markets?

17. Do we know where we are positioned in our market?

18. Are our products and services out of date?

Is our pricing appropriate and competitive?

20. Are we regularly creating new products and offering them to
existing customers?

21. Are we satisfied with our revenue growth?

22. Are all of our product sales profitable?

23. Is our customer base shrinking or increasing?

24. Can we identify customers or groups of customers whose busi-
ness is not profitable for us?

25. Are we satisfied with our plans to expand via the Internet?

26. Do we spend time with our direct reports, one-to-one?

27. Do we spend time with our top customers, one-to-one?

28. Are our sales and customer service people superstars?

29. Do you celebrate the achievements of the company and its

30. Do we self-audit our own records and the maintenance of

31. Do we have back-up suppliers for most of our manufacturing
process needs?

32. Do we have adequate internal quality controls, or are our cus-
tomers the first to know if one of your processes failed?
Appendix One

33. Have we adequately protected our intellectual property?

34. Are our facilities that are adequate for today also adequate for
our growth plans?

35. Are we adequately minimizing the threats to our business?

36. Are our facilities and information systems prepared for a natu-
ral disaster or other physically destructive force?

37. Do we have adequate back-up procedures for our information

38. Are we making the best use of available new technologies in

39. Have we talked to our suppliers about better prices or terms or
other changes to our relationship to benefit us both?

40. Do we regularly chart and review operational performance?

41. Do we spend enough time to be sure we are hiring for the
long run?

42. Do we follow compliance laws and have written policies as re-

43. Are we following procedures that are most likely to keep us
out of employee lawsuits?

44. Does our compensation and benefit structure allow us to hire
highly talented employees?

45. Are our employees overworked? Do we spend a lot in overtime
and temporary help? Is that number increasing?

46. Do we tolerate gossip or other behavior that undermines em-
ployee morale?

47. Do we ask employees to review the company?

Do we give enough types of feedback to employees about
their performance? Do we review them individually at least

49. Do we insist our employees stay employable?

50. Is the CEO accountable to someone for his or her decisions and
actions? Does the board (if you have one) communicate their
expectations about the company?


A library of business books will not tell you how to run your busi-
ness. Only experience can do that. But you can get some good ideas
that might work for you. This list is not the all-time great business
books. It is instead some of the most practical books I have found. They
have given me some of the best ideas that I™ve been able to implement to
some success. I hope they work that way for you, too.


Making Success Measurable! by Douglas K. Smith.
John Wiley & Sons, 1999.

The Successful Business Plan by Rhoda Adams.
Running “R” Media, 2000.

Simplified Strategic Planning: The No-Nonsense Guide for Busy People
Who Want Results by Robert W. Bradford, J. Peter Duncan, and
Brian Tarcy.
Chandler House Press, 1999.

Making Sense of Strategy by Tony Manning.
AMACOM, 2002.

Plan for Profitability: How to Write a Strategic Business Plan
by Lee E. Hargrave.
Four Seasons Publishers, 1999.

268 Appendix Two


Finance for Non-Financial Managers by Herbert T. Spiro.
John Wiley & Sons, 1996.

Total Business Budgeting by Robert Rachlin.
John Wiley & Sons, 1999.

Budget Basics & Beyond by Jae K. Shim and Joel G. Siegel.
Prentice Hall Trade, 1994.

Forecasting Budgets: 25 Keys to Successful Planning
by Norman Moore and Grover Gardner.
Lebhar-Friedman Books, 1999.

The Open-Book Management Field Book by John B. Schuster, Jill Carpenter,
and Patricia Kane.
John Wiley & Sons, 1998.

Running the Numbers

The Fast Forward MBA in Finance by John Tracy.
John Wiley & Sons, 2002.

Essentials of Financial Analysis by George Friedlob and
Lydia LF Schleifer.
John Wiley & Sons, 2002.

Essentials of Cash Flow by H. A. Schaeffer.
John Wiley & Sons, 2002.

Open Book Management: The Coming Business Revolution
by John Case.
HarperCollins, 1995.

Managing by the Numbers: A Commonsense Guide to Understanding
and Using Your Company™s Financials by Chuck Kremer, Ron Rizzuto,
and John F. Case.
Perseus Publishing, 2000.
Appendix Two

Sales and Customer Service

Exceptional Customer Service by Lisa Ford, David McNair, and Bill Perry.
Adams Media Corporation, 2001.

Best Practices in Customer Service by Ron Zemke and John A. Woods.
AMACOM, 1999.

The Nordstrom Way by Robert Spector.
John Wiley & Sons, 1996.

Monitoring, Measuring & Managing Customer Service
by Gary S. Goodman.
Jossey-Bass, 2000.

The Accidental Salesperson: How to Take Control of Your Sales Career and
Earn the Respect and Income You Deserve by Chris Lytle.
AMACOM, 2000.


Execution: The Discipline of Getting Things Done by Larry Bossidy,
Ram Charan, and Charles Burck.
Crown Publishing, 2002.

The Circle of Innovation by Tom Peters.
Random House Trade Paperbacks, 1999.

201 Great Ideas for Your Small Business by Jane Applegate.
Bloomberg Press, 2002.

Driving Fear Out of the Workplace: Creating the High-Trust, High
Performance Organization by Kathleen D. Ryan and Daniel K. Gestreich.
Jossey-Bass, 1998.

The Black Enterprise Guide to Technology for Entrepreneurs
by Bernadette Williams.
John Wiley & Sons, 2001.
270 Appendix Two

People Management

The Boss™s Survival Guide by Bob Rosner, Allan Halcrow, and
Alan S. Levins.
McGraw-Hill Trade, 2001.

Managing Performance, Managing People: Understanding and
Improving Team Performance by Murray Ainsworth, Neville Smith, and
Anne Millership.
Longman, 2001.

The Bad Attitude Survival Guide by Harry E. Chambers.
Perseus Publishing, 1998.

Keeping Good People: Strategies for Solving the #1 Problem
Facing Business Today by Roger E. Herman.
Oakhill Press, 1999.

The Unofficial Guide to Hiring and Firing People by Alan S. Horowitz.
Hungry Minds, Inc., 1999.

Personal Growth

Principle Centered Leadership by Steven Covey.
Simon & Schuster, 1992.

Big Vision, Small Business by Jamie S. Walters.
Berrett-Koehler Publishing, 2002.

Leap of Strength: A Personal Tour Through the Months Before and
Years After You Start Your Own Business by Walter G. Sutton.
Silver Lake Publishing, 2000.

Thinking for a Change: 11 Ways Highly Successful People Approach
Life and Work by John C. Maxwell.
Warner Books, 2003.

Fierce Conversations by Susan Scott.
Viking Press, 2002.
Appendix Two

Corporate Change and Growth

Alchemy of Growth: Practical Insights for Building the Enduring
Enterprise by Merhdad Baghai, Stephen Coley, and David White.
Perseus Publishing, 2000.

Leading Strategic Change by J. Stewart Black and Hal B. Gregersen.
Financial Times Prentice Hall, 2002.

Managing Transitions by William Bridges.
Perseus Publishing, 1991.

Strategic Action Planning Now! by Cate Gable.
Saint Lucie Press, 1998.

The E-Myth Revisited: Why Most Small Businesses Don™t
Work and What to Do About It by Michael E. Gerber.
HarperBusiness, 1995.


On Becoming a Leader by Warren Bennis.
Perseus Publishing, 1994.

Leadership Jazz by Max De Pree.
Doubleday Trade Press, 1993.

Pour Your Heart Into It: How Starbucks Built a Company One
Cup at a Time by Howard Schultz and Dori Jones Yang.
Hyperion, 1999.

Primal Leadership: Realizing the Power of Emotional Intelligence
by Daniel Goldman, Annie McKee, and Richard E. Boyatzis.
Harvard Business School Press, 2002.

Built to Last: Successful Habits of Visionary Companies
by Jim Collins and Jerry I. Porras.
HarperCollins, 1994.
272 Appendix Two


The Marketing Toolkit for Growing Businesses by Jay B. Lipe.
Chammerson Press, 2002.

Guerilla Marketing: Secrets for Making Big Profits from Your Small Business
by Jay Conrad Levinson.
Mariner Books, 1998.

The Anatomy of a Buzz: How to Create Word-of-Mouth Marketing
by Emanuel Rosen.
Doubleday, 2002.

The 22 Immutable Laws of Branding by Al Ries and Laura Ries.
HarperCollins, 2002.

What Clients Love: The Field Guide to Growing Your Business
by Harry Beckwith.
Warner Books, 2003.

Accounts payable, 38, 84 Budget notebook, 56 “59
Accounts receivable, 38“39, 84 divisions of, 57
AES Corporation, 204 making it happen, 59“60
Analysis, break-even, 71 reality check, 61
making it happen, 71, 74 worksheet, 60
reality check, 74 Budget variance report, 97
worksheet, 72“73 making it happen, 97
Apple computers, 16 reality check, 97, 100
Arthur Anderson, 200 worksheet, 98“99
Assets, 69, 90 Business:
annual game-planning process, 253
Balance sheet, 77, 84 board of directors/advisors, 251“253
categories of, 93, 95 “96 characteristics of CEOs, 232“234
projections, 68 consulting help, 241“250
making it happen, 69“70 determiners of success, 231, 232
reality check, 70 find the important details, 236
ratios to include, 96 leading for results, 231“261
year-at-a-glance, 90 look to the long term, 235 “236
making it happen, 90 outside help, 240“241
reality check, 92 slumps, 238“239
worksheet, 91 support, 239“240
Benchmarking, 145 times of growth, 237“238
Benchmarks, market-based, 146 tools for leading, 253 “254
Boards of directors/advisors, 251“253 toughest questions, 235
potential sources, 252 Business factors, 173
questions to ask, 251 Business partner (supplier) survey, 169
Boston Consulting Group, 17 making it happen, 169
Bottom-up budget, 32, 43 reality check, 171
“Bridge management,” 247 worksheet, 170
Budget, creating: Business plan:
big items, 39 implementing, 4
control expenses, 36 “37 purpose of, 3
financial controls, 39
follow the money, 35 “36 Capital expenses, 39
participative, 32 Carson Pirie Scott, 82, 83
plan for cash, 37“39 Cash, plan for, 37“39
plan for debt, 34 “35 Cash flow, 78“82
plan for profits, 39 basic rules, 80
priorities, 32“33 managing inventory, 80, 82
revenue forecasts, 41“ 42 managing receivables, 79
tools for creating, 43 “74 statement of, 77

274 Index

Cash position, 76 Data, customer marketing, 176 “177
analysis of, 104 Day-to-day essentials, 76
making it happen, 104 Debt, plan for, 34 “35
reality check, 106 Demming, W. Edwards, 147
worksheet, 105 Depreciation, 39
CEO, characteristics of, 232“234 Details, finding the important, 236
Change, phases of, 149 Domino™s Pizza, 15
Chrysler, 15 “Downsized by attrition,” 35
Communication, essential, 203 “206
feedback, 205 Elphick, Enita, 81
performance review, 205 “206 Employee fraud, preventing, 40
visual, 26 Employee ranking system, 225
Company: making it happen, 225
challenges, 5 “8 reality check, 225, 227
future, creating a (challenge #4), 7“8 worksheet, 226
inventing your, 4 “8 Employees, standards for, 200
reinventing the, 4 things never to tolerate, 208“209
Company performance review, 258 tools for managing/motivating, 211“212
making it happen, 258 Enron, 200
reality check, 258, 261 eToys, 235
worksheet, 259“260 Expense budgeting, 55 “56
Competition, assessment of, 187 Expenses, control, 36 “37
making it happen, 187
reality check, 187, 189 “Factors” (high-interest loans), 34
worksheet, 188 Federal Express, 16, 145
Compensation, 206 Feedback, providing regular, 205
Competency, core, 182 Finance (challenge #1), 5
Computers, 37 Finances, tools to understanding, 84 “85
Consultants: Financial analysis, year-at-a-glance, 93
applications, 250 making it happen, 93, 95 “96
clear hierarchy, 248 reality check, 96
deadlines, 248 worksheet, 94
doing your homework, 246 Financial controls, set, 39“ 41
establishing successful relationship, 245 “246 Financial information, sharing, 83 “84
finding the right one, 241“242 Financial measurements, essential, 76 “77
knowing what you need, 246 “247 Financial report to employees, 110
meetings, 249 making it happen, 110
questions to ask, 242“245 reality check, 110
vague conclusions, 249“250 worksheet, 111
value-added functions, 249 Financial statements, 77“78
Control, end-line, 149 Focus groups, 117
Corporate culture (challenge #2), 5 “6 things to look for, 118
Corporate goals, defining, 21“22 Ford, 15
making it happen, 22“23 Foresight, characteristic of CEO, 234
reality check, 23 Fraud, 200
Corporate objectives/subobjectives, 21
Costs and risks, assessing, 182“183 Game plan, 237
Courage, characteristic of CEO, 233 “234 Game-planning process, annual, 253
Customer research, 118 General Motors, 15, 16
Customers: Goals:
focus, 116 marketing, 184 “185
who are they, 117“119 and objectives, examples of, 22
Customer service professionals, 120“121 useful in decision making, 9
“Customers First,” 148 Greenlee, Clark, 177“178

Gross profit margin percentage, 76 Latteland Espresso, 178
Growth, managing high, 238 Lawsuits, avoiding, 210
times of, 237“238 Lenk, Toby, 235
Liabilities, 69, 92
Handbooks, employee, 210 Line of credit, 38
Hiring: Long-term debt, 92
negligent, 202
practices, 202“203 MacDonald, Michael, 82
Human resource administration, 209“210 Malcolm Baldrige Quality Award, 146
Human resource information system (HRIS), Management:
204 employee-ranking system, 207
Human resource management, quality of, 199 employees, destructive, 207“208
make time to, 207“209
Income, net, 76 managing managers, 207
Income statement, 39, 77, 84 skills feedback, 222
projections, 65 making it happen, 222
making it happen, 65, 68 reality check, 224
reality check, 68 worksheet, 223
worksheet, 66 “67 Market, researching, 176
year-at-a-glance, 86 Market driven, 173
making it happen, 86 Marketing, 173
reality check, 86 “87 activities, 178“180
worksheet, 88“89 dollars, spending effectively, 190
Indicators: game plan, 177“178
customer service, 135 goals, 184 “185
making it happen, 135 plan, questions, 174
reality check, 135 and sales (challenge #3), 6 “7
worksheet, 136 “137 tools for, 185 “186
financial, 75, 107 Market research, 119
making it happen, 107 Market responsive, 173
reality check, 107 Maturity, 231
worksheet, 108“109 McDonald™s, 12
human resource, 228 Mead Corporation, 184
making it happen, 228 Merritt Publishing, 8
reality check, 228, 230 Mission statement:
worksheet, 229 creating, 13 “16
leading, 77 drafting, 16
setting key, 78 factors to consider, 14 “15
specific key, 78 making it happen, 16
Industry, things to know, 175 reality check, 17
Innovation, sources of, 181“182 Money, follow the, 35 “36
controlling, 152 Net income, 76
control report, 167 Net worth, 76
making it happen, 167 Nordstrom, 16, 182
reality check, 167
worksheet, 168 Operational performance, critical measures, 146
managing, 80, 82 Opportunity, recognizing, 18“19
problems, 153 Orders, backlog of 165
tells you all, 152“153 making it happen, 165
reality check, 165
Just-in-time control system, 151 worksheet, 166
Outsourcing, 210
Kroc, Ray, 12 Owner™s equity, 70
276 Index

Participation, real, 204 Deming approach, 147, 149
People: quantity, achieving, 145 “171
investing in, 200“203 adding new value, 151“152
managing well, 211 inventory, 152“153
Performance: setting standards, 145 “151
peak, 199 supplier concerns, 154
review, 205 “206, 213 tools for achieving, 154 “171
making it happen, 213, 217 Questions, tough, 235
reality check, 217“218
worksheet, 214 “216 Rags to Riches, 34, 36
Personal insight, characteristic of CEO, 233 Receivables:
Plans, action, 23 “24 basic rules, 80
making it happen, 24 “25 managing, 79
reality check, 25 payables, management of, 77
visual representation, 25 “26 Resourcefulness, characteristic of CEO, 233
making it happen, 26 “27 Retailing, three key to successful, 82
reality check, 27 Returns analysis, 162
Price, average selling, 44 making it happen, 162
making it happen, 44, 46 reality check, 164
reality check, 46 worksheet, 163
worksheet, 45 Revenue:
Product development, 173 budget, 43
checklist, 193 dollars, 76
making it happen, 193 forecasts, 41“ 42
reality check, 193, 195 Risk:
worksheet, 194 minimizing, 183 “184
tools for, 185 “186 willing to look at, characteristic of CEO, 234
what it is, 180
Products: Sales, 47
top-selling, 131 data, communicating to employees, 122“123
making it happen, 131 management, 121“122
reality check, 131 meeting your goal, 122“123
worksheet, 132 month-to-month, 125
Product sales: making it happen, 125
by customer, 128 reality check, 125 “127
making it happen, 128 worksheet, 126
reality check, 128, 130 outside sales reps, 35 “36
worksheet, 129 and profitability, 115 “116
by marketing method, 190 profits, 116
making it happen, 190 projections by month, 53
reality check, 190, 192 making it happen, 53, 55
worksheet, 191 reality check, 55
Profits: worksheet, 54
plan for, 39 projections by product, 50
and survival, 42“ 43 making it happen, 50, 52
Projections, payroll, 62 reality check, 52
making it happen, 62, 64 worksheet, 51
reality check, 64 quality, 119
worksheet, 63 report to employees, 141
Purchasing, 37 making it happen, 141
reality check, 141
Quality: worksheet, 142
control, online, 149 representatives, 119“120
defining, 146 “147 salesperson, 133

making it happen, 133 Units shipped, 158
reality check, 133 making it happen, 158
worksheet, 134 reality check, 158
tools for mastering the art, 123 “124 worksheet, 159
unit sales by product, 47 Unity Forest Products, Inc., 81
making it happen, 47, 49
reality check, 49 Value, adding new, 151“152
worksheet, 48 Variance report, same month last year, 101
Saturn, 15 “16 making it happen, 101
Schmidt, Jeffrey, 177“178 reality check, 101
Ship, average days to, 160 worksheet, 102“103
making it happen, 161 Ventures, high-risks, 182
reality check, 161 Virtual companies, 152
worksheet, 160 Vision, creating, 10“12
Slumps, managing, 238“239 living the, 9
Southwest Airlines, 148 making it happen, 12“13
Standards, setting: reality check, 13
defining quality, 146 “147 Vision statement, 9, 12
Deming approach, 147, 149
Statement of cash flow, 77 Wal-Mart, 12, 16
Strengths, 18 Walton, Sam, 12
Supplier, concerns, 154 Watson Wyatt WorkUSA, 199, 200
Supplies, 37 Weaknesses, 18
Support for CEO, 239“241 Whole Foods Market, 116 “117
Survey: Workforce, quality in, 201“202
customer service, 138 Workplace violence, 200
making it happen, 138, 140 Worksheets:
reality check, 140 Analysis of cash position, 105
worksheet, 139 Assessment of competition, 188
employee opinion, 255 Average days to ship, 160
making it happen, 255 Average selling price per product, 45
reality check, 255 Backlog of orders, 166
worksheet, 256 “257 Break-even analysis, 72“73
SWOT analysis (Strengths, Weaknesses, Budget notebook, 60
Opportunities, and Threats), 17“18 Budget variance report, 98“99
making it happen, 19“20 Business partner (supplier) survey, 170
reality check, 20“21 Company performance review, 259“260
Customer service key indicators, 136 “137
Team feedback, 219 Customer service survey, 139
making it happen, 219, 221 Dollar sales month-to-month, 126
reality check, 221 Dollar sales projections by month, 54
worksheet, 220 Dollar sales, projections by product, 51
Threats, 18“19 Employee opinion survey, 256 “257
Tools, moving from vision to action, 10 Employee ranking system, 226
Total quality management (TQM), 147 Financial report to employees, 111
elements of, 150 Human resource key indicators, 229
Totten, Andrea, 34 “36 Income statement projections, 66 “67
Travel and entertainment, 37 Inventory control report, 168
Key financial indicators, 108“109
U.S. Postal Service, 145 Management skills feedback, 223
Unit output by product, 156 Payroll projections, 63
making it happen, 156 Performance review, 214 “216
reality check, 156 Product development checklist, 194
worksheet, 157 Product sales by customer, 129
278 Index

Worksheets (Continued) Unit output by product, 157
Product sales by marketing method, 191 Unit sales by product, 48
Returns analysis, 163 Units shipped, 159
Sales by salesperson, 134 Year-at-a-glance balance sheet, 91
Sales report to employees, 142 Year-at-a-glance financial analysis, 94
Same month last year variance report, 102“103 Year-at-a-glance income statement, 88“89
Team feedback, 220 Worth, net, 76
Top-selling products, 132


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