"Tough time management". We are talking about the book by Dan Kennedy. Are you a kind employer? This book is turpentine for your employees' asses! Best quotes from the book

Name: Tough management. Make people work for results

Book release date: 2008 year

Pages Average Time to Read: 296 pages / 15 hours

Dan Kennedy. Businessman, multimillionaire, advisor to hundreds of private companies and public speaker. Performs in front of 250,000 people annually.
Website: www.dankennedy.com
Facebook: https://www.facebook.com/GKICInsidersCircle/
Twitter: https://twitter.com/gkic

The main idea: The smaller the staff, the better. It is ideal to have no employees at all, if only you can. Most businesses hire much more than they need.
But if you do need people, they will bring you new care. You will have to constantly make sure that your employees do not rob you. Force them to fulfill your demands, give credit to those who fulfill them, and get rid of those who don't.

Theses and ideas:
Employers and workers are on opposite sides of the barricade and have different interests. An employee has a thousand thoughts in his head, from children's problems to relationships between colleagues. The owner has only one problem: "How much will we earn today?" When an employee thinks, "It's Friday at last!" The employer remarks, "I have one more day to work this week." And yes, rest assured, workers hate you because of your income and status.

Once you understand that the employee is not a friend or family member, you can run your business in a very different way.

Maintain discipline regularly. If one employee begins to be late for work or poorly perform their duties, then over time others will start to do the same.

The most important goal for which a business is created is profit. What matters is the amount of income, not the number of employees. Some hire people to brag about how many subordinates they have, some increase the company's prestige in this way. But your task is to reduce the cost of wage labor to a minimum.

There is a perception among hired employees that they work for the business owners. But statistics show that the owners actually work 60-70 hours a week. And the wage earned only 40. Therefore, if you want to get more, work better and more.

You cannot provide for your family by sweeping the floor or washing the toilets. Such work will not allow you to show your capabilities. This is just a step to the next job, and then to another and another. Constantly improve, learn, read.

Sign up for courses to gain new knowledge and skills. Change your employer to one that offers growth opportunities. Or you can start your own small business. But don't sit in low-paying jobs expecting someone to raise your paycheck.

If a business can work quietly while an employee is on vacation or on sick leave, then maybe it shouldn't be hired at all?

The worst number in business is one. There should always be a safety net. For example, if a copywriter breaks down his computer, he must have another to get the job done on time. Also, you shouldn't take it easy as long as you have one supplier, business, or customer acquisition channel.

The leader should remember the rule "hire slowly, fire quickly". Most employers do the opposite.

We are constantly looking for the best employees, dealers, clients. It will pay off handsomely.

Leadership is overrated. A more reliable company with a well-oiled system than bright leaders. There is a law in business: you won't get far if you only want exceptional people.

Employees who use the Internet during working hours on their own issues are thieves. After all, they steal time and reduce the employer's profit. Therefore, only those employees who need it for work should have access to the Internet.

Dan Kennedy says: "You will ardently deny it, but now in your company employees are stealing." According to him, sellers in supermarkets steal many times more than buyers do. To combat theft, take inventory more frequently and fire the thief.

You should not allow small problems in business: cobwebs in the corners of the store, employees arriving late for work, dirt in the office. That being said, don't become a perfectionist as this can hinder your productivity. Set optimal quality standards and stick to them.

Train your employees if you want them to bring in more money. For example, a dentist, in addition to removing tartar or whitening teeth, may recommend dentists and surgeons. And waiters can recommend visitors to join the customer club or fill out a questionnaire to collect contacts.

Those who work better and bring in more income should receive a higher salary.

Best quotes from the book:

Everyone sits in meetings and discussions, quality roundtables and vision deepening workshops instead of working. Leaders diligently try to implement all kinds of nonsense like creating a pleasant atmosphere, group discussions, etc. instead of leading.

Dan Kennedy

Tough management. Make people work for results

Project Manager I. Trushina

Corrector E. Chudinova

Computer layout A. Abramov

Art Director S. Timonov

Illustrator O. Nazarov

Cover design DesignDepot

All rights reserved. No part of the electronic version of this book may be reproduced in any form or by any means, including posting on the Internet and corporate networks, for private and public use without the written permission of the copyright holder.

After reading this book, you:

You will understand how to get the most profit from your business and how to start paying for work, and not for sitting out hours;

Find out what numbers a business should be afraid of like fire;

You will be able to find the magic point already and achieve harmony in relationships with clients.

Foreword

Something new - let's talk directly

I have to start by confessing: I only have one employee, and she sits in an office thousands of miles away, where I’ve never been, which we are both quite happy with. But this fortunate circumstance in no way discredits my book. Don't worry, I'm not an idiot professor, I'm not an idiot who has picked up the axioms of personal growth, not a retired team building coach, and not a theorist at all. I AM very seasoned veteran. I had 48 employees, then, over the years, there were 12, then there were 5, then 3, and finally 1. I managed people in manufacturing, in retail, in direct sales and in the publishing business. My parents, my brothers, my wife, my ex-wife worked for me, but mostly strangers. Masters of business and simple hard workers on a minimum salary. You will understand when you read this book that I am real, that I have been where you are, that I am speaking from a painful experience, and not broadcasting from an ivory tower.

My clients have hundreds of thousands of employees. I advise retail chains of up to 1,500 stores, companies with huge armies of sales representatives, but mainly companies with a staff of 10 to 100 people, in various specialties: clerks, salesmen, service workers, contractors. And I wrote this book, digging head over heels into the problems of clients, owners of 34 different enterprises with annual income of approximately one million to 30 million dollars. In addition, every year I deal with a good million small and medium-sized business owners through my network of consultants and trainers. And all owners have a common source of headaches, disappointment, suffering, discontent and grief - employees. Much here can be attributed to unreasonable expectations and misunderstanding of the real nature of labor relations. Something else is to blame for none other than the owner himself, who has forgotten about the Three principles of employee management - Leadership, Management, Control. Other troubles are simply inevitable for everyone who is forced to hire.

I always tell clients: the smaller the staff, the better, ideally not to have employees at all, if only possible. I feel much happier without them, and so will you. Moreover, most businesses employ much more than they need. But if you still need people, they will bring you new Care. You will have to constantly take care that your employees do not steal from you, in order to make them fulfill your requirements, give what they deserve to those who fulfill them, and get rid of those who do not fulfill them. It is about these worries that my book has been written. For many, it will be like a bucket of cold water in the face, like an electric shock breaking the torpor, like the loud ringing of an alarm clock. It is no coincidence that I am called the Professor of Harsh Reality. For some of you, this book will be a belated signal to finally start running your business as yours. It will help many to get more profit, which is the main goal of the business.

This is no ordinary time management for an office plankton or for someone with only one job. This book is written especially for those who are both Swiss and reaper: resourceful and active entrepreneurs who cannot cope with the temptation to shoulder more worries on their shoulders. For those who have too many great ideas and too little time and resources to bring them to life, for those who run rather than walk through life. By reading this book, you will fundamentally change your relationship with time.

Chapter 1. How to turn time into money

Erase the time between idea and execution, and your dreams will come true.

Dr. Edward Kramer, creator of the personal effectiveness system known as "Synchromatic"

What is "entrepreneurship" if not converting your knowledge, talent, courage, etc. - by wasting your time - into money?

Starting from the next chapter, we will begin to analyze a specific methodology, but first, I think it will be useful to understand how I got to my philosophy of estimating time and how I calculate its price. I will be the first to tell you: you cannot feed on philosophy, but you certainly need your own philosophy of time estimation.

In books and seminars on time management, authors and lecturers love to wave colored charts and graphs depicting the monetary value of each work hour depending on your income or the income you want to generate. Perhaps you have also had such a graphic-pointing session. Well, you know, Mr. Lecturer is on the lectern, the laptop is connected to a projector under the ceiling, the lights are dimmed, and there is even a laser pointer to poke at all five sectors of the multicolored diagram. According to the calculations of this lecturer, in order to earn $ 200,000 a year, working 8 hours a day 220 days a year, you need to earn $ 113.64 an hour.

It looks nice on the diagram. And everyone in the hall busily calculates how much his hour should cost. Anyone who wants to make $ 100,000 a year calculates: $ 56 an hour - oh, I can do that. Any plumber, dentist, accountant, salesperson, most businessmen will say - as easy as shelling pears.

Unfortunately, this is all just business coaching bullshit.

And that's why. These estimates are based on an eight hour workday. Eight hours a day. But there is not a single soul on Earth who productively spends all 8 hours of the working day. It doesn't come close. You see, the working hour is one thing, but the productive hour - or, as I call it, paid an hour is completely different. Later in the book, you'll find a definition of productivity that you might want to use to calculate your billable hours.

Of course, if you are a lawyer, this difference does not exist for you. Lawyers seem to bill all of their hours, productive or not. Rodney King, who became famous for being beaten by Los Angeles cops, was invoiced by lawyers for the time spent at King's party, and even for the time spent thinking about the case while driving.

A joke on the topic: a thirty-five-year-old lawyer in good health dies suddenly. At the entrance to Paradise, he sees Saint Peter and begins to convince him: “You have confused something. It's early yet!" Peter looks at his papers and answers: “No, sir. Judging by the number of hours you billed for, you are 113 years old and we were even a little late. " But that lawyers.

And we, the rest, can only make money during really productive hours.

Can one number change your life?

Well, let's go back to our math game and imagine that $ 200,000 is yours. desired basic earnings(we will discuss later what this term means). How many hours of your time will be truly productive and profitable? And how much will it take for other purposes: moving, filling out paperwork for government agencies, talking with dealers, emptying the trash can, etc.? Let's assume that only a third of your time is productive. And that's quite a lot! Fortune surveyed about five hundred CEOs and found that they have an average productive time of 28 minutes a day. Lee Iacocca (American manager and industrialist, was president of Ford Motor Company and chairman of the board of Chrysler Corporation) once told me that he observed that the best CEOs are productive no more than 45 minutes a day, and the rest of the time is brushed aside - wasted. like a frightened traveler from a swarm of bees that attacked him, - from various senseless crap.

... Dentist Charles Martin charges a different price depending on whether he himself heals your teeth or one of his doctors does it.

Many years ago, I worked as a sales agent, and now, while driving around potential buyers, I realized that I could add two, three, four or five visits a day if I had a good route. And even if I sell twice as bad as a competitor, I will earn no less if I think out the route twice as better than him and “string” more customers for one trip. Today, when I buy a plane ticket, I “string” as many useful activities as possible for one trip. We'll talk more about this in Chapter 8.

I write and advise at home and do not travel to the office - saving time on the road, I earn more.

I trained myself to sit down to work 15 minutes after waking up. If I went to the office, these 15 minutes would add half an hour to the road and another 15 minutes in the office to tune in to work. And don't forget your way home.

In business, you must always strive for maximum efficiency of actions, look for where you can insert the lever. In terms of productivity, your leverage is the difference between the base cost of an hour of your time and the amount that the work brings in an hour. A good way to measure your own productivity is to measure and track this difference hour after hour for a whole week.