“Bottom Line Focus” is NOT vague theory; it’s based on 35 years of hands on experience and insight into what works in hundreds of companies.
I’ve been fortunate to be exposed to, and learn from some of the best organizations as well as some of the worst. I’ve been a CEO of two mid-sized companies and have grown startup organizations from nothing to multi-million dollar enterprises. I’ve seen and documented what works and what doesn’t work.
I’ve put together a crisp easy to read summary of that first hand knowledge in a 192-page book, with thought provoking call to action questions at the end of each chapter. It’s designed to fit in your carry-on bag. It’s written to be read and used as a desktop reference to keep things you need to work on in front of you.
Bottom Line Focus Book Information
6” X 9”
Paperback
ISBN 9 780979 232541
Order here
My website and brand is “Bottom Line Coach” for a reason. I get to the bottom line in a direct no nonsense manner. I find that to be most effective. It works for some and doesn’t for others. If you’re looking for a proven way to take your business from surviving to thriving in 18 proven steps read on. If you’re looking for the latest fad I suggest you move on.
Whether your business is thriving to struggling to survive it’s important to understand why and where to look for answers. As the leader you have a simple two-step process to find where to start.
Step 1:Get a mirror
Step 2: Stand in front of it
It starts and ends with you.
Today’s business environment is complex and hyper competitive. The amount of information available to consumers has increased their expectations and made them more knowledgeable about competitive pricing and quality reviews. The speed of change as well as increasing global competition in most markets is developing a situation where only the best will survive.
Business as usual will not cut it any longer!
Bottom line focus is written in 18 chapters spilt into three sections. The three legs of the stool, Planning, Execution and leadership. If you are weak in any of these areas your organization will suffer.
“Bottom Line Focus” will help you look at your organization differently and see numerous ways to begin to increase results immediately.
Section 1 Planning:
Chapter 1 “Don’t kid yourself”
If your plan isn’t thought out well enough to document it doesn’t exist, period.
Learn to focus resources and how to drive ownership and teamwork.
Learn how to avoid to chasing tempting diversions or the “flavor of the day”.
Understand the process of planning and how to develop a working plan that is action biased.
Increase employee engagement and ownership in the organizations goals.
Make better decisions faster by asking one simple question.
Chapter 2 “ Start at the end”
Clarify your vision for the organization. If you can’t articulate where you’re going in a clear and crisp manner, how are people supposed to follow you?
Align all business processes; investments, incentives and people to best attain your vision.
Develop employee “buy-in” so that what they communicate to your customers is consistent with your vision.
Chapter3 “Build on a solid foundation”
What are your organizations values?
Are they only met when it’s convenient?
Do all of your stakeholders buy in and support the values?
Do you “walk the talk”? What message are you sending?
Chapter 4 “Admit it is what it is”
Do you see your business as others see it?
Firefighting or problem solving?
Do you and your staff understand the changing market requirements threatening your business?
Chapter 5 “Get exercise at the gym, get results at work”
Have you done an objective S.L.O.T. analysis?
What are your top five or six critical goal categories?
Is everyone accountable for goal achievement?
Section 2 Execution
Chapter 6 “Don’t just sit there do something”.
Is your organization action biased?
The role of an executive is to execute
Does your organization need to be more aggressive and effective dealing with change?
There is no measurement for “effort per share”.
Chapter 7 “Demand a return on all of your investments”
What does ROI mean to you?
Using ROI on human resources.
Employee engagement drives better returns.
ROI on time spent
Chapter 8 “ Construct your dashboard”
Does your data tell you what you need to know? If you’re only looking at the P&L to manage your business it’s old news.
Improve productivity through use of the right data
Do you spend too much time “fighting fires” and rehashing the same issues?
Do you have the information you need to drive continuous improvement in all of your processes?
Chapter 9 “Market by education and branding”
Marketing is educating your customer why your product or service is the best value for them.
Inbound marketing instead of interruption marketing
What problem does your product or service solve? The customer wants to know WIIFM?
Do you know what your customers really think about your product or service?
Chapter 10 “Sell by making it easy to buy”
If marketing is education, a sale is facilitation.
Make the buying process “hassle free”
Do you act as your customer’s assistant buyer?
Where are your silos?
Chapter 11 “Control your air supply”
The golden rule of business, “He who has the gold makes the rules”.
What are your internal sources of cash?
Are all stakeholders on the same page?
Chapter 12 “Deal with change on your terms
What are your “blind spots”?
Have you identified your biggest obstacles to change?
Is your management team proactive or reactive relative to changing market requirements?
Section 3 Leadership
Chapter 13 “Learn the essentials of leadership”
How do you rate accountability within your organization?
What are you doing to develop leaders?
How deep is your bench?
Page 129 How many of these danger signs does your organization have?
Reduce your personal stress level.
Chapter 14 “Win with teamwork”
Do you really know your employees engagement level? Does it need improvement?
Do you know and address WIIFM as it pertains to your employees?
Chapter 15” Hold yourself and others accountable”
How to foster accountability within your organization
Improve clarity and consistency of expectations
Accountability starts at the top
Chapter 16” Grow your organization by growing your people”
Do you deal with recurring performance problems?
What specific programs are useful for developing leadership?
Are your top performers set up to fail?
Chapter 17 ‘ Grow your people by growing yourself”
Can you honestly rate your leadership capabilities? How do you know?
What is your safety net?
Chapter 18 “Commit and conquer”
“When you get to the end of your rope tie a knot and hang on”.
Order your copy today, and start developing options for your organization.
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