To fire the Boss™
I need an individual and a systemto help me manage my group of companies all the time
NN,
the owner of a large holding company
executive system
To fire the Boss™
for bosses and executive directors
The most valuable thing is
the leisure time of the owner, executive director and the director.
Criteria for the evaluation of quality of activity of the corporation, concern, holding or a group of companies is how much time does it takes the owner, executive director or the director to run
their own business or companies.
Time and money are mostly mutually replaceable
Winston Churchil
The executive system “To fire the boss” is the system of effective release of the owner, executive director or the director of the corporation, concern, holding or a group of companies
So,
“I want to get rid of the actual front office of the company holding but at the same time I have no desire or intention to sell my business yet”.
“I am already sweating my guts out, I work 14 hours a day, so does it mean that when my company holding business will develops
rapidly, I will have to work 18 hours a day soon?”
“It seems strange that the structure of the group of companies appears to function on its own pretty happily and to operate independently from the targets set before the group of companies being managed”.
“I am sort of tired of this gruelling work – to push my corporation towards prosperity all the time. We have a board of directors, but sometimes even the chairman of the board asks himself “Do I have to be the scapegoat here?”
”Do I really need all this?”
“As the board of directors chairman and the actual owner, I am absolutely fed up with this vague separation of responsibilities and authorities in my company holding. Who has to do this in our company? Who bears the responsibility for every single thing here?”
“I am the owner and the chairman of the board of directors in the corporation. I have this feeling that my corporation is absolutely indifferent to its own efectiveness. This may sound ridiculous, but it is very sad indeed. My corporation shows little interest in my business”.
The system “To fire the boss” will beneficially autonomise the fields of corporate activity of Your holdings, groups of companies and corporate enterprises.
The executive system “To fire the boss” creates rules making every employee of concern or holding raise effectiveness of the whole corporation pursuing own ends and aiming own benefits.
It is always flattering not toshow up where they are waiting for you.
Oscar Wilde
If
being an owner you don`t see any perspectives in your business or if you’re not ready to delegate some amount of responsibility to the structural units, then it’s not time for you to withdraw from administering job yet.
Warning: if you plan to be an asset management chairman or simply
the head of your companies for the rest of your life – you there is no point in reading any further. “A great person is likely to ruin himself” – Benjamin Franklin said. This is the reason why the majority of company owners and asset management chairmen happen to develop their companies, not their business, unfortunately.
executive system
To fire the Boss™
The purpose of the “To fire the BossTM” program:
a) to disengage the owner or the asset management chairman from handling his company holding, group of companies and concern as much as possible, gradually separating him from managing the companies and focusing his attention on business administering.
b) to provide
the business development of a group of companies under the supervision of the owner of the asset management chairman.
c) to preserve and increase
the profitability of company holdings and concerns. To stabilize and develop corporate and groups of companies business.
I like lazybones.
I like lazybones whoare able to adjust the whole system and provide the result.
NN, an owner of a large corporation
Program
The program
To supervise means not to hinder good people’s work
Peter Capitsa
Stage One. “The Owner”
Stage One Content:
1. The essence of a company’s, group of companies and business emerging and genesis. Who bears all the weight of the world?
2. The purpose is to withdraw from holding, concern or trust (group of companies)
supervision, but stay engaged in business administering.
3. Choose your position:
an asset management chairman, an owner, an investor.
4. Different
options of the owner’s role in relationship with every company in a holding or a concern.
5. Use corporate management for business only. The board of directors and all of the kind.
6. What the owner should do after withdrawing from the company.
Stage One is what happens “Year after a year”. For any corporation or trust the indicator of management quality is the period of time within which the owner, the supervising manager and the asset management chairman can withdraw from their duties without
causing hampering the trust, concern or holding development speed and without harm to profitability rates. This period of time can be increased gradually:
at first it will be a week, then a month, after that a quarter, and finally a year or more.
The more responsible you are,the less you crave for power.
Stephen Garchinsky
Stage Two. “The subordinate director” – “The owner and the administrators”
Stage Two Content:
1. The risks that the owner and the asset management chairman face. Trust or corporation area of activity certification. Risks of business corporate management loss. Risks related to the trust or holding. Business – related risks. Risks related to the asset management chairman personality.
2. The future administrators of your business – picking the leaders and the followers technique.
3. Coherence of goals within the trust or holding. Reaching an agreement with business administrator and the board of directors.
4.
The
level of structural units autonomation and their sovereignty degree: what should be delegated, what should be put forward as a purpose, as an aim and what should be evaluated.
5. The owner’s control. What to do if
there are too many business administrators and directors. Choosing the holding or trust points of reference. Things to control in your business and things to control in your trust that runs this business.
6. To ask or to offer. To find and to maintain. Autonomy or independence in the trust.
Stage Two essentially focuses on “not losing the
grip and multiplying the results of achievements by all means”. Many
good ideas and initiatives came to nothing because of poor distribution of
authority, even within the Board of Directors. This is called overlapping
authority or conflicting loyalties and describes a situation when rights and
authorities over certain problems and functions are delegated to several
executives without clear instructions about the limits of the authority given,
and also without an interaction pattern and data exchange mode. In corporate
management, solving these problems is quite difficult, but it’s possible. Where
the roots are bitter the fruit are sweet.
The managing director is out for a minute.
Call again in an hour.
Emile Krotkiy
Stage Three. “Managing directors and the subordinate”
Stage Three Contents:
1. The major management technique
considering the number of the personnel and the number of customers at a holding or concern.
2. Corporate management audit of what you already have.
3. The essence of the strategies groups of companies have and the connection between them.
4. Corporate management levels adjustment: from the owner to the managing directors and from the boss to the subordonates.
5. Accounting policy in corporate management. Acquiring of unbiased information. Budgeting. Financial control. Revising inspections and revision service in corporate management.
6. Accounting and assessing work results within a trust or a holding.
Stage Three is “The connections within the system”. The connections within the corporate system management are the actual and effective powers of the corporation that prevent corporations and holdings from forming clans within the system. You can never find the person to blame, unless you have specially and personally appointed him for a certain job beforehand, of course. Who’s in charge of what, after all? The responsibility
inconsistencies have buried a lot of income and efficiency of Your group of companies. Responsibility
inconsistencies within a holding or a concern happen when particular tasks or responsibilities are given not to the actual executives but to the structural units. Sometimes it can be even several executives who don’t even have a schedule, deadlines, an instruction on resources or information on how their work will be controlled.
Changing this within your corporation is obligatory . Otherwise responsibility inconsistensies may result in inner clans which can destroy
Your profitability with their constant infighting.
Discipline should be brought to the society
before turmoil starts.
Lao Tsy
Stage Four. “Putting things to order”
Stage four Contents:
1. The rules ensure stability in corporate management.
2. Corporate procedures. Corporate management of channel type.
3. Reducing the
labour turnover in the group of companies. Especially the key employees turnover. Otherwise you will continue training personnel for your rivals.
4. The structure within the holding or concern that implements the decisions you’ve made.
Stage Four is called “When people find it senseless”. When you find it useless and senseless to do something, then you have no purpose, and no purpose means no result. It’s called “corporate management loops”, and it means that the activity is self – sufficient and is its own cause and consequence. The process is concentrated on itself. The process is self – sufficient. The process maintains itself. The majority of the staff is believed to use the results of the process, but it’s a false conviction. Disposing of corporate management loops means unleashing half of all the energy that’s being wasted by the employees and applying it to your holding effecive business development.
If you ger paid for it, then it’s a job.
Danil Rudiy
Stage Five. “The
traditions and habits of your holding”
Stage Five Contents:
1. Evoking “the owner feelings” in your corporation personnel. “The owner feelings” incentives.
2. A specialist within the group of companies and a specialist who holds authority: features and characteristics.
3. Norms, standards and rules of corporate management. Discipline, procedures and traditions of your holding or corporation.
4. Corporate management: would he – can he – will he.
The conditions and rules of task assignment. Management and control.
5. Encouragement and punishment in the corporation. The boss and the subordinate: feedback.
Stage Five is “The essence of your company”. The essence of your corporation determines management simplicity and transparency to a large extent, if only arranged properly. It also affects data stream speed and order processing speed, work and responsibilities distribution accuracy, corporate management and running a corporation convenience, coordination and control for the managing director and
the convenience of acquiring your goods services by the customers.
An owner is a person who knows exactly why he doesn’t need something.
He also knows what to do next and what to invest.
Dr.V.Liubarov
Stage Six. “Implementation”
Stage Six Content:
1. Principles of corporate, holding or concern management implementation.
2. Resistance to changes in the corporations.
3. Creating an implementation plan for the corporate headquarters. The critical indicators of the plan.
4. The technique of corporate management handover. Board of directors: influence and responsibility. Supervising and obligation.
Stage Six is an answer to the “what to do?” question. In order to do something you just need to do it. All the ettempts are useless if you’re not
persistent and if there is no consistency. You can’t achieve a result without patience. We can do it as soon as we want to. This is the reason. To wish
the right things for something is right. To wish effectively is to foresee. The owner always deserves more.
We can say judging from experience that carrying out this hard job and enjoying its results in the holding or concern usually endured for three to five years. Afterwards an additional adjustment may be needed in order to meet the changing external and internal conditions.
In real life, everyting is simple:
Business is honey.
The flowers are your customers. Your employees are the bees that gather honey. The company is the beehive. The
queen bee is the personnel and corporate policy – finding, hiring and retaining employees. The managing director is the beekeeper. And the owner himself owns the apiary. So are you saying that the owner takes care of the bees himself? Or does the gather honey itself?
Or are the bees rewarded for something except the honey they’ve gathered? Does the beekeeper not choose the best meadow, just as a branch, field or market segment are chosen for a company? Is the amount of honey gathered
not an indicator of the beekeper’s qualification and a sign of the profitability of the apiary? Is the apiary not merely a system designed for attaining profit?
Not every owner is ready to answer the question – how many businesses he has, or, in other words, how many fields of activity are profitable for him. Sometimes even the managing directors seem to be at loss to know which segments are profitable and which are not. And which of the business units will soon need urgent investments to provide the most effective business development possible.
The system of management “Dismiss the Owner” is definitely
for you
:
- if the employees in yur company seem to demonstrate their
eagerness
and diligence in work only when the owner or the managing director is present;
- if data received from deparate sources within the holding differ;
- if in your company there’s place for such thing as “in what mood the managing director or the boss is today”;
- if key employees plan or declare their intention to work for other companies that can provide promotion for them;
- if solving recurrent problems necessarily requires
the boss’ or the managing director’s personal presence;
- if labour
turnover rate seems to increase as soon as the owner moves away from running the company a bit.
The executive system “To fire the Boss™” decides on how to:
- reduce the time spent on the actual administering the company and how to implement technology into corporate trust or holding management;
- cut labour turnover rate significantly and ensure the staff’s loyalty to the company, especially that of the key employees. Enhance the motivation
for achieving personal and team result in the corporation;
- preserve and build up the trust profitability and at the same time reduce
the time of owner’s or manager’s personal participation in management; creating clarity about how the group of companies should be run and how the processes in it should be controlled;
- not turn into a Training Centre for employees in your field of activity and optimize the interaction between separate companies;
- eliminate inconsistencies between the structure, the aims and the technologies in your corporation.
Evident advantages:
- Absolute objectivation, only practical, applied orientation, taking into
the account specificity of business field and your corporation;
- Individual plan is designed for you and your holding or group of companies in the process;
- It has an effect at once. The result in time grows in progressive total; - Nothing extra is required. You have everything necessary for program realization.
The guarantees of the result:
- the gradual reducing of time spent on running the holding or the concern. More free time for ramp – up;
- the remarkable reduction of labour turnover rate and ensuring maximum loyalry of key employees to the corporation;
- clarity and predictability of administering and corporate management. Awareness and control over the situation.
Comments on the program of executive system “To fire the Boss™”: some results received by our partners in the course of our cooperation.
Feedback – personal results acquired by the owners and the managers:
“I multiplied my income from the corporation by five in the course of our partnership”.
“This is so cool, my interest to my job is restored now. My enthusiasm is contagious for my partners and for the whole board of directors”.
“I found as much free time as I could possibly imagine. I don’t feel like a hostage to the concern
any more. Thank you so much”.
“I’ve made sure I grow both financially and spiritually – in a way that is amazing and even strange for me. And I will grow further rapidly”.
“I started feeling better, my working capacity just skyrocketed, it’s like I’ back into my youth again”.
“The fixed level of my current awareness about corporate affairs allows me to concentrate fully on things that really matter”.
“An amazing effect – I learned to turn my time, intellect and the circumstances into money. This synthesing ability is beyond my boldest expectations”.
Business results – feedback:
“In our holding we reached stability and manageability we’ve planned to”.
“Now we solve unexpected problems and threatening tendencies easily when they only start to show”.
“We provided stability and endurance of our concern and of our business. Their flexibility and adaptability are
startling”.
“We managed to break free from the crisis fever less than in half a year and eventually our group of companies achieved steady profit increase and firm predictable development”.
“From average develoment rates – to undeniable leadership in a year and a half! The result is the prosperity of our holding and successful new initiatives”.
“It’s miraculous how simple and effective the program is. It has opened my eyes. In our holding we did everything ourselves, using our hands and brains,
thought under careful supervision, of course. Thanks for the structural trainings complex and for the scientific approach. Everything is useful and absolutely duly”.
“In our company we have developed a habit of saving resources, especially time. This resulted in
the increase of time effectiveness by three and increase of profitability by four”.
“We’ve learned to turn crisis situations and conflicts in the corporations into another
occasion for development. We’ve noticed a strange newly acquired ability to overcome the obstacles”.
“We’ve increased the market share of our group of companies and our rivals were
left behind. Now we’re number one in our field of activity. We are THE LEADERS!”
“We control the state of affairs in our business in the online mode twenty four seven. We’ve developed strength and confidence, which surprisingly resulted in increased number of orders from our customers and a threefold profitability increase”.
The executive system “To fire the Boss™” superbly deals with the issues of forethought and sensibility of the forecoming adjustments inside the company; the managerial core of the company also consolidates; the company’s initiatives of development are acknowledged and implemented”.
So please put a comma where needed:
“LEAVE NOT STAY”
The executive system “To fire the Boss™” perfectly meets the needs of companies that work in diverse fields, and also those of holdings, concerns and trusts that lack time for owners to bring new ideas to life. For “...he who has experienced the joy of creative work forgets all other pleasures” – Anton Chekhov said. To start one’s own business is somehow similar to being born again.
Comments made by participants of the “To fire the Boss™”
workshopon February 15 – 16 2008
1. Limited Liability Company (LLC) “Agricultutal Union of Southern Russia” (Russia’s biggest sunflower seeds industry enterprise, according to “Forbes”).
During of Vladimir Liubarov’s training I noticed things that constantly revolve somewhere beside you but somehow strangely
escape your notice. I am immensely grateful for that. Now at my job I will pay special attention to such aspects as company restructuring and competitive selection in hiring the top managers.
D.Kislov
2. LLC “South Russia Management Company” (we carry out strategic management for all the resources and companies of the LLC “Agricultutal Union of Southern Russia”). I’ve settled the criteria for my company to set a top managers team, to define the parameters and the order of controlling every single type of employees. Every field of activity will be certified now, system audit will be conducted, we will also define the key positions in the company again.
D.Grab
3. "PFA Cyprus Holiday Home Ltd” (the largest commercial
real estate management company on
Cyprus island). We’ve had a really fast and effective generalization of experience, and we formed some draft ideas on the topic of the workshop. We acquired tools and methods to implement our ideas. It saves us from fruitless reflections and reinventing the wheel.
J.Shinkarenko (Ioulia Perikleous)
Comments made by participants of the “To fire the Boss™”
workshopon May 23 – 24 2008
“Nova” insurance company, the lagel successor of the closed joint stock company “Fuel and Energy Insurance Company”, Member of the Board of Ukrainian Insurance Companies League, Member of the Board of Ukrainian Transport Insurance Bureau, Member of the US Chamber of Commerce, allied member of European Business Association, member society of Ukrainian Oil and Gas Academy. For me, the workshop was a synthesis of various crisis management information: new details on management that can be put into practice. Now I would like to perform the organizational adjustments properly, to create a system of encouragements and punishments, to conduct some team rotation as well.
Ihor Artsimovitch,
Chairman of the Supervisory Council
“Lots of things are caused by reasons so simple and clear, by reasons connected with stiffening the rules and the obligatory control plus the motivation system establishment”.
Olga Zajtseva,
Chairman of board of directors
“Zarina” Jewellery House is one of the largest jewellery dealers in Ukraine and maintains licensed right for a number of exclusive brands such as Faberge. Thanks to the workshop I
made up my mind about my own desires concerning business and my participation in it”.
Natalja Netovkina,
Director
The “Amigo” company is one of the large companies that import toys to Ukraine. In Ukraine it is the exclusive distributor of such brands as Aurora (stuffed toys), Keel Toys (stuffed toys), Peg – Perego (baby carriages and accessories). With the
help of information obtained at the workshop, I realized the necessity of a clear business structure, business process engineering and
the distribution of roles among the employees.
Dmitrij Amigud,
Owner, Director
“New Point” Marketing Agency works at performing the whole range of BTL services (below – the line). “I’ve confirmed my desire to join the ranks of the owners. I’ve seen the ways of doing this pretty clearly”.
Irina Kasyanova
General Director
Ukrainian Association of Parquet Manufacturers, Ukrainian national specialized parquet shop network, direct supplier for Ukrainian and foreign manufacturers. “I got a clear understanding of the goals and purposes the Owner has to face when he turns from a managing director into a business administrator”.
Valerij SkorinaGeneral
Director
|
Out-of-morality is an evident step to your maximal efficiency.
