Validated Management PracticesValidated Management Practices will walk you through the 108 required knowledge and skill areas so that you can develop to balance the 3 critical aspects of management- employees, customers and financials, well. While some of the chapters in this book are oriented towards managers working in an Information Technology industry, it will be useful for managers in any industry with practical advice and tips on how to become an effective manager. In addition, the appendices contain extract of mandatory skills for all professionals from my previous book - '108 Pearls of Wisdom' and 'Dr Raghu's Top Ten' — my guiding principles. |
Contents
Delight Customers | |
Under Promise Over Deliver | |
Customer Intimacy | |
Send Out a Newsletter | |
Client Management Skills | |
Authentic Leadership | |
Becomea Trusted Client Partner | |
Close Close Close | |
Become Innovative | |
Reward Recognize | |
Measure Performance | |
Plan on Monday Self Assess On Friday | |
Share Knowledge | |
Promote Time Management | |
Manage Email Effectively | |
Model Effective Communication | |
Promote 3 Ups3 Downs Concept | |
Live lessons learned and best practices | |
Interact frequently MBWA | |
Encourage Work Life Balance | |
Establish KRAs SMART goals | |
Continuous Training Education | |
Celebrate Success | |
Everyone has a role to playno spectators | |
Collaboration Critical ToSuccess 28 100DayPlan 29 Participate in Employee Surveys | |
Informed + Committed Engaged | |
Tell Your Customers You Love Them | |
Key Account Management | |
Increase Client Wallet Share | |
Integrated Client Communications | |
Deliver Service Excellence | |
Deliver Innovations | |
Move Up the Value Chain | |
Win Back Unhappy Customers | |
Solve Customer Problems | |
Capturing the Voice of the Customer | |
Deliver Quality | |
Celebrate Success | |
Listen to Customers Really listen | |
Manage Customer Expectations | |
GAP Analysis | |
Competition is Good | |
The Pace of Change 54 Improve NetPromoter Score 55 Conduct Customer Satisfaction Survey | |
Encourage Strategic Alliances | |
CrossSell andUpSell 58 Lead Creation and Qualification 59 Pipeline Management 60 Shorten SalesCycle 61 Sales Forecasting 62 Everybody Sells 63... | |
Tell the Story | |
Understanding Basic Finance | |
Financial Statements | |
Fixed Costs Vs Variable Costs | |
Focus on Profit | |
Understanding Assets Liabilities and Equity | |
Cash Flows | |
Understanding Financial Reports | |
Essentials of Budgeting and Forecasting | |
Shareholder Wealth Maximization | |
Introduction to Capital Markets | |
ReadingAnnual Reports 84 Understanding Business Performance Using Ratios | |
Managing Accounts Receivables | |
Dollar PaidDollar Earned | |
Direct Contribution Margin | |
Revenue Forecasting | |
Dividends 90 Calendar Year Vs Fiscal Year | |
Onshore Nearshore and Offshore | |
Typesof Capital 93 Understand Forecast Assumptions | |
Track NonBillable Time | |
Boost Operating Income | |
Profit Center and | |
Reuse Assets for Cost Optimization | |
LowCost OperationalDelivery Locations | |
Contract Management | |
Know Sales Cycle Time for Large Clients | |
Authentic Leadership | |
Statement of Work | |
Understanding Profit and Loss Statement | |
Funds flow and Cash Flow Statement Key Differences | |
Security Finance | |
Capital Expenditure Analysis | |
Cost Management | |
Working Capital Management | |
Thought References Employees | |
Thought References Customers | |
Thought References Financials | |
People Skills for Every Person | |
Dr Raghus Top | |
Common terms and phrases
accounting achieve action activities analysis assets balance sheet budget build capital cash flow statement challenges clients communication company’s competition corporate costs create creative culture current assets current liabilities customer expectations customer service customer’s debt decisions develop dividends earnings effective employees ensure equity example expenses feedback feel Financial ratios financial statements focus forecast free cash flow goals important improve income statement increase individual innovation inthe inventory investment investors job rotation keep knowledge lead leadership lessons learned liabilities listening longterm mezzanine debt nonbillable ofthe operating opportunities organization performance person practice problem profit ratio relationships responsible revenue Robert Kiyosaki sales cycle selling share shareholders skills someone Steve Jobs strategy success team members things today’s tothe understand Warren Buffett what’s you’re youcan Zig Ziglar