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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

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