How do you lead and manage?

This is written for leaders and managers who are passionately committed to improving their abilities. It introduces a process to help you on your journey.
The book takes you through a fun and beneficial process to write your own ‘How I Lead and Manage’ document. A special web page¹ (no fee), along with this book, guides you, at your own pace, in a simple, step-by-step process. The output is your own treatise² of leadership.
Your organization’s performance will improve. Your relationships and interactions will be more effective. New levels of respect and trust will be gained. You’ll establish a more defined leading and managing system allowing your organization to thrive.
It’s not about learning new things. You already know significantly more about leading and managing than you apply. This process helps you organize what you already know so you apply your knowledge more effectively.
Your treatise² becomes the solid foundation you add upon to continue clarifying and refining how you lead and manage. Your new understandings and insights about yourself and leadership will improve your life.
This will inspire those around you to join in the same journey. Collaborating with others helps everyone. Enjoy!
1. go to the link How You Lead to get started when you’re ready.
2. Treatise; a written work dealing formally and systematically with a subject.

Everyone has a personal way to lead and manage.

Expressing it in a clear and simple manner is necessary for others to buy into it, fully engage, contribute within it, and help continue refining and improving it.

If you and your leading & managing team want to improve, creating your documents should be a part of your plan and process.

We look forward to helping you and your organization be all you want to be!

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The purpose of this book is to help you use the template below to build your own How You Lead and Manage document. Printed version at Amazon
Kindle version at Amazon

Following is a template for you to use as an outline and model
to define and document How You Lead and Manage:

Instructions        Expected Results  
SAMPLE - log in or create an account to utilize
1. Philosophy The Pop-Ups for each section are general reminders only. For full examples please refer to the book.

a. Words Two or more words that describe your basic thoughts about Leadership.
b. Theme A one sentence phrase that describes your basic thoughts about Leadership.
c. Leadership Statement A paragraph or more to explain the theme with more detail including concepts, guidelines, and principles.
Philosophy, rightly defined, is simply the love of wisdom.

─Marcus Tullius Cicero

2. What we do The Pop-Ups for each section are general reminders only. For full examples please refer to the book.

a. Why we do it A sentence expressing your motives, heart, reasons, and passion for what you do.
b. Description A sentence on what you accomplish for your customers and a sentence with what they buy from you to get it done.
c. How we do it List the major ingredients/resources in general terms to explain your organization and how it’s designed to make all the right things happen daily.
d. Core competencies the defining capabilities and qualities that distinguish you as an organization.
e. Problem(s) we solve-Opportunities we create the solutions you provide in the industry or community in which you do business.
You will be infinitely more successful if you contribute to the success of others.

─Ann Marie Houghtailing

3. The Markets we serve The Pop-Ups for each section are general reminders only. For full examples please refer to the book.

a. Descriptions list of details about your clients and/or customers. Include demographic and psychographic information about the decision makers and influencers.
b. What we deliver Describe the different needs and define what you must deliver for them.
The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.

─Peter Drucker

4. Our organization The Pop-Ups for each section are general reminders only. For full examples please refer to the book.

a. Chart Present a copy of your functional organization chart. It should highlight the primary departments designed to make your organization work effectively.
b. Character, culture, and core values List the items for each word that describes each one of these features.
c. Working together effectively and efficiently Explain how you connect and align the leading and managing team so they know what the others are doing.
Every company has two organizational structures: The formal one is written on the charts; the other is the everyday relationship of the men and women in the organization.

─Harold S. Geneen

5. New Ways and new things The Pop-Ups for each section are general reminders only. For full examples please refer to the book.

a. Opportunities and innovations Describe how you create, define, clarify and assess the value of new things.
b. Prioritizing and implementing strategic initiatives Describe how you select, prioritize, schedule, and implement new things.
It is not enough to be busy; so are the ants. The question is: what are we busy about?

─Henry David Thoreau

6. Everyone customer focused at all times The Pop-Ups for each section are general reminders only. For full examples please refer to the book.

a. Categories Describe and list the characteristics of your clients and/or customers.
b. Keeping the customer’s view Describe how you clarify your clients and/or customers experience and their view of your organization.
A business is simply an idea to make other individuals’ lives better.

─Richard Branson

7. Eyes on the numbers in all parts The Pop-Ups for each section are general reminders only. For full examples please refer to the book.

a. Budgets, benchmarks, and forecasting Explain your ways of creating budgets, assessing the quality of your results, and projecting needs and accomplishments for future periods.
b. Key Performance Metrics (KPMs) Describe the primary reports and processes used to assure your financial and operational results are the best they can be.
c. Reporting Describe how you keep track of all the various details about the many reports created and used by all parts of the organization and assure they are creating the results desired.
If a measurement matters at all, it is because it must have some conceivable effect on decisions and behaviour.

─Douglas W. Hubbard

8. Resources The Pop-Ups for each section are general reminders only. For full examples please refer to the book.

a. Capital Explain your sources, uses of capital, and how you determine your present and future needs of cash.
b. Individuals Describe how you attract, select, engage, encourage, inspire, mentor, and develop individuals. Include written processes, concepts, and principles.
c. Processes Explain how you document, assess, and refine processes for all parts of the organization.
d. Technology Describe the technology you use and are preparing to use in all parts of the organization.
e. Outside Professionals Explain how you use outside professionals to bolster your results and environment.
Success is neither magical nor mysterious. Success is the natural consequence of consistently applying the basic fundamentals.

─Jim Rohn

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© Copyright 2018 Dwaine Canova All Rights Reserved


Instructions for use:

Step 1: Leaders should place their ideas in each of these sections and seek the advice and input of others to help refine the document.

Step 2: Leaders should have others on their managing team provide inputs to their document and also complete a document of their own.

Step 3: Leaders should meet with the others to review and edit their respective documents from time to time.

Step 4: Leaders may meet with other team member separately to get their insights about how to improve this document and their performance.

Step 5: Leaders should commit to implement the Framework for Leading™ concepts and the Zynity™ Online Tools. Continue editing the How You Lead and Manage document and agree with others to track and then celebrate individual and team progress.

Individual and group exchanges will indicate there are opportunities for increased understanding and more effective communicating.

Key: Ongoing editing and improvement is key to immediate and long term success.


Expected Results:

Working to make the How You Lead and Manage document better over time is a good way to demonstrate your commitment to your personal development and organization's performance. Your Key Performance Metrics (KPMs) will get better if you improve the environment within which they are created. Improving the environment entails improving the foundation upon which the environment is built. A key strength of the foundation is the quality of its organized leading and managing framework.

When an organization uses the Zynity Leadership™ online tools and concepts, the ratings for each of these questions will increase quarter over quarter. The goal is to get the ratings nearer 10 for all respondents in the company. This will indicate that a Top-Level leading and managing framework is in place and having a significant impact. Organizations that ‘Do’ this will have a decided advantage.

Do it together. Get you and your team ‘working together better’ as you build your own How You Lead and Manage documents along with the framework. It can all be done in only one hour or less each week. You’ll notice many worthwhile changes within a short time. All will be motivated by the ongoing improvements to continue evolving. In a few months you’ll be a whole new team. The outcomes will quickly justify the process and complaints will be few.

© Copyright 2018 Dwaine Canova All Rights Reserved