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©2024 · 1000Kitap Web Application · 2.37.31
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inspiring and convincing
I thought such books are just doing emotional manipulation and they are far from real life. But now I really find this book as a guide book or Bible for managing your business. I also believe the principles in the book might be applicable to managing business or personal life. Below you will find the parts I underlined in the book while reading.
introduction 13: business is controlling you, you aren't have control
introduction 14: business itself is an entity, turn it into a self-sustaining organism
3: communicate visions to people
5: keep scorecard weekly 5-15 numbers
7: document all processes
16: build maintain leadership team
16: open minded, growth oriented, vulnerable
dictatorships not only are exhausting, but also precule future growth.
17: leadership team must present a unified front
21: stop working in business %100, work ON business often
22: delegate and elevate7
40: reputation outweighs profit every time
41: open and honest communication should be our goal
47: find your core focus, stick to it, and devote your time and resources to excelling at it.
48: While a new idea may look like a no-brainer on paper, it's simply not worth doing if it's not a part of your core focus.
49: He who chases two rabbits catches neither.
51: do one thing and do it better than anyone
53: organisations that have endured for decades all set massive 10 yo 25 years goals.
57: they dropped existing customers that are not in their target market and creating stress via unreasonable demands and low profitability.
58: laser focused sales and marketing efforts
60: if the customers demands are against your core values, never apologize, say good by to that customer.
60: no one else should do all three the way you do.
65: Add your guarantee to the V/TO.
68: When everything is important, nothing is important
69: Create one-year plan with measurable metrics.
74: company vision is not shared by employees because they don't know it.
83: right person (shares core values), in right seat
87: the recommended bar for a company with 5 core values is 3 pluses, 2 plus/minus, and never a minus.
91: until somebody sells something, nothing else happens
92: when more than 1 person is accountable, nobody is.
92: only clear accountability will boost you to the next level.
94: The visionary typically has 10 new ideas a week. Only 1 idea keeps the organization growing and that's why visionaries are invaluable.
101: after GWC (get it, want it, capacity to do it) filter 80% time there is a change in leadership team
102: you must get YES for all 3 GWC items for a person.
109: at a growth rate of 20%, make a change to the Accountability Chart about every 90 days.
115: Picture a small plane flying over the Atlantic Ocean. Halfway across, the captain announces, "I've got bad news and I've got good news. The bad news is that the gauges aren't working. We are hopelessly lost, I have no idea how fast we're flying or in what direction, and I don't know how much fuel we have left. The good news is that we're making great time!" Does that sound at all familiar? That's how most entrepreneurs run their organizations. They're flying blind with no data to let them gauge where they are, where they are going, or if they are heading in the right direction. But they always remain optimistic.
117: A profit and loss statement is a trailing indicator. You can't change the past but with a scorecard you can change the future
118: Your Scorecard will be unique to you and your organization.
118: These numbers must allow you to have an absolute pulse on your business. track on a weekly basis
123: Everyone has a number to track
125: what gets watched improves
131: problems are like mushrooms: When it's dark and rainy, they multiply. Under bright light, they diminish.
149: you can't be in a system while at the same time you're understanding the system you're in.
150: when you have a clear way... let someone else run it, sell it.
151: document the core process. followed by all
153: identify core processes before documenting
157: don't implement technology for technology's sake
175: don't give people outside of the leadership team more than three rocks
176: for those of us who lead and manage organizations, meetings are pretty much what we do
177: human beings stumble, get off track, and lose focus roughly every 90 days.
186: challenge the core focus, nothing is sacred
188: preschedule quartertly meetings for buildup and excitement
190: what makes for great meetings is solving problems
191: early is on time, and on time is late
191: if someone cannot make the meeting, don't reschedule it and don't cancel it
191: transition from working in the business to working on the business
192: address/list all the issues at once. Don't discuss/solve them
193: all human beings are procrastinators by nature
211: bigger isn't always better
214: take a clarity break not in office
215: thinking is the hardest work
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