- Cover Page
- Title Page
- Copyright Page
- Contents
- Foreword
- Preface
- Acknowledgments
- About the Author
- Chapter 1—Why Leadership Matters
- Section 1—Leading Self
- Chapter 2—Self-Knowledge: The Inner Accelerator
- Your Leadership Style
- The Value of Self-Knowledge
- Characteristics of Good Leaders
- The Crisis of Success
- Building Leadership Ability for Better Effectiveness
- Commit to the Process
- Opening Up for Growth
- Build on Strengths or Improve Your Weaknesses?
- Experience Matters
- Building Self-Knowledge
- Self-Knowledge Through Interaction With Others
- The Undeniable Link: Lifelong Self-Learning and Leadership
- Self-Knowledge for a Fulfilled Life
- Conclusion
- Chapter 3—Trust: The Leadership Imperative
- Chapter 4—Critical Thinking: Creating Your Future
- Chapter 5—Preparation: Ready for Seizing Opportunity
- Preparation, Preparation, Preparation
- Developing Your Leadership Skills
- Laying the Groundwork by Seeking Input From Others
- Preparing to Lead Strategic Initiatives
- Step 1—Prepare a High-Resolution Picture of the End Game
- Step 2—Clarify Each Staff Member’s Role
- Step 3—Assessing Potential Opportunities
- Step 4—Understanding Possible Threats
- Step 5—Gather and Review Relevant Research
- Step 6—Budgeting Time, People, and Money
- Step 7—Develop the Initiative Game Plan
- Step 8—Launch the Initiative With Overwhelming Power
- Preparation Is for Action
- Getting Started
- Conclusion
- Chapter 6—Self-Discipline: Be the Master, Not the Victim
- Leadership Demands Sacrifice
- Self-Discipline Makes You the Best You Can Be
- Your Inner Circle Values
- Delay of Gratification
- Five Qualities of Self-Discipline
- What Are We Leading Toward?
- Focused Growth Is a Priority
- Using Self-Discipline to Focus
- Building Habits of Self-Discipline
- The Truth About Self-Discipline
- Conclusion
- Chapter 2—Self-Knowledge: The Inner Accelerator
- Section 2—Leading Staff
- Chapter 7—Teaching, Coaching, and Mentoring: Multiplying Your Leadership
- Chapter 8—Accountability: Trust but Verify
- Why Is Accountability So Important in Business?
- Accountability Is the Opposite of Permissiveness
- How Does Individual Responsibility Factor Into a Group Setting?
- What Should Partners Know About Performance Measurement?
- Implementing Accountability for Positive Results
- Accountability Through Measurement: Scorecards and Performance Pay
- Ways to Establish Staff Member Accountability
- Establish Accountability Through Communication—Set Expectations and Reinforce Success
- Accountability Through Measurement
- After Measuring, Now What?
- Performance Scorecard
- Performance Pay
- Keeping a Well-Rounded Perspective
- Conclusion
- Chapter 9—Challenging Personal Growth: Leading the Whole Person
- Chapter 10—Empowerment: The Secret to Exponential Growth
- Section 3—Leading Strategy
- Vision (Chapter 11)
- Mission (Chapter 13)
- Values (Chapter 12)
- Next Steps: Goals and Objectives
- The Role of Strategies and Initiatives
- Example Plan
- Action Plan
- Chapter 11—Vision: Reality in the Future
- Vision: What It Is and Why You Need One
- Making the Vision Real for Your Staff Members
- Our Vision Shapes Our Future
- The First Vision
- The Value of a Vision
- Building Your Vision
- Get a Mental Start
- Developing a Vision Statement
- Things to Keep in Mind as You Begin
- Bake In the Buy-In
- Communicating Your Vision
- Don’t Limit Your Vision
- Common Stumbling Blocks
- Strategies for Success
- Conclusion
- Chapter 12—Values: The Character, Actions, and Outcomes
- The Purpose of Core Values
- Core Values as Standards or Aspirations
- Core Values Are Worthless Unless They Govern
- Finding Your Values
- The Elements of Core Values
- Our Principles of Service and Communication
- Are Strong Values Realistic?
- Leading by Example
- Core Values Help Frame Our Behavior
- Sustaining Core Values
- Conclusion
- Chapter 13—Mission: Making a Difference
- Section 4—Leading Systems
- Chapter 14—Managing Processes for Your Future Firm
- Setting up Business Processes
- Advantages to Structured Procedures
- Benefits of Creating the Process
- Establish Standards, Policies, and Procedures
- Improve the Consistency of the Client Experience
- Standardizing Work-Flow Management
- Process Should Follow Strategy
- Manage to a Written Strategic Plan
- Management for the Future
- The Balanced Scorecard Framework
- Selecting the Right KPIs
- Standardizing KPIs
- Business Process Management Overview
- BPM Activities
- Issues to Look Out For
- Conclusion
- Chapter 15—Building the Future Firm Continuously
- Chapter 14—Managing Processes for Your Future Firm
- Section 5—Leading Synergy
- Strategic Alignment
- Objectives Alignment
- Internal Alignment
- Chapter 16—Synergy and Alignment: One Plus One Equals Three
- Chapter 17—Sustaining Leadership: The Ultimate Succession Plan
- Developing Your Leaders From Within
- Approaches to Succession Planning
- Succession Planning Versus the Traditional Replacement Method
- Potential Labor Crisis
- Challenges of Implementation
- Why Succession Plans Fail
- Your Leadership Development Program
- Overall Approach
- Selecting Partner Leaders
- Rename Your Next CEO as the Leading Partner
- Choosing the Lead Partner
- More of Choosing a Leader
- Can a Leader Serve Clients?
- Conclusion
- Appendix A:
- Appendix B:
- Appendix C:
- Appendix D:
- Appendix E:
- Appendix F:
Appendix E:1
RAINMAKER ACADEMY Revenue Action Plan/Results Report
PARTICIPANT’S NAME _________________________________________________
MARKETING PERIOD _________________________________________________
TOP 21
A prospect should be listed in the Top 21 from whom you will make a sales call and have a good probability (better than 50%) of making a sale within the next reporting period.
Top 7 CLIENTS
Top 7 PROSPECTIVE CLIENTS
Top 7 REFERRAL SOURCES
FARM CLUB
A prospect should be listed in the Farm Club if they don’t fit in the Top 21, you will make a sales call on them within the next 12 months, and believe you have a 20% or better chance of making a sale.
Farm Club CLIENTS
Farm Club PROSPECTIVE CLIENTS
Farm Club REFERRAL SOURCES
MARKETING ACTIVITIES TO SUPPORT TARGET SELLING
Planned Marketing Activities
Additional Personal Contacts Made
1 © Troy Waugh, 2012. All rights reserved. Used with permission.
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