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Beyond The Numbers: See The True Value Of Your Job & Lead From Where You Are
Do you know that your department could be functioning more efficiently, but you aren’t sure where or how to bring about change?
Regardless of your role within your company, you can affect the way the business runs.
This starts with:
Understanding the value of the work you do in your department
Knowing how your role fits within the rest of the company
Learning how to communicate outputs such that they provide value to management and other roles and departments
Beyond the Numbers is an associate guidebook that will help you understand the work you do in the context of business growth and company profitability. Learn how to identify areas ripe for change and work with management to move your department forward.
You are a leader in your company. This book will help you step into that leadership, now. It’s all waiting for you…beyond the numbers!
Take a Peek Inside:
Introduction
I did something that astounded each of the six individuals which made up one of the most complex teams in finance that I’d seen in nearly 20 years of my career. I requested one-on-one meetings with each of them and asked, “How is your day going? What gives you the greatest stress, and why?” To my surprise, the majority of the issues that I had been hired to uncover over the prior 18 months were laid out in full detail: I was given the problem. I was given the cause. I was given the effect. I was also given everything I needed to bring about a solution.
What’s my point? The associates I spoke with had a wealth of information and experience that included keys and answers to what their company needed in order to improve their overall efficiency and success. As an associate, YOU are the greatest asset in your company. You are the voice representing the people deep in the trenches of the operations of your company. You know the strengths and weaknesses of the company you’re working in. The issues you experience in your day-to-day work illuminate things that are holding back your company in some way.
You are likely acutely aware of what’s not working in your department, or in your team, or in your particular area of work. Now herein lies the challenge. What can you do about it? How can you have an impact on the workings of your company from your position of perhaps limited authority?
I propose that you may not speak up to management or leadership about the issues you’re facing in your work or in your department because:
1. You know something is not working, but you don’t know exactly what or why.
2. You are worried about jeopardizing your job or appearing insubordinate if you bring up an issue.
3. You don’t have a full picture of how your work fits into the larger operations of the company or an accurate a sense of the true value of your work, so as a result, you have the perception that taking an action to fix inefficiencies won’t make much of a difference.
The first point comes as a result of a lack of knowledge and information about what your department needs in order to be successful. You came by this deficit of knowledge honestly because this kind of information is not usually part of the training process during onboarding. Number two is the result of a conflict between voicing displeasure and demonstrating leadership that improves the condition of your company for all. You might not be aware that it’s possible to share about issues and solutions without having it appear to be a complaint. Number three comes as a result of not having access to the full picture of how your department or unit is fully integrated within your entire organization.
Regardless of your role within your company, you can affect the way the business runs.
This starts with:
Understanding the value of the work you do in your department
Knowing how your role fits within the rest of the company
Learning how to communicate outputs such that they provide value to management and other roles and departments
Beyond the Numbers is an associate guidebook that will help you understand the work you do in the context of business growth and company profitability. Learn how to identify areas ripe for change and work with management to move your department forward.
You are a leader in your company. This book will help you step into that leadership, now. It’s all waiting for you…beyond the numbers!
Take a Peek Inside:
Introduction
I did something that astounded each of the six individuals which made up one of the most complex teams in finance that I’d seen in nearly 20 years of my career. I requested one-on-one meetings with each of them and asked, “How is your day going? What gives you the greatest stress, and why?” To my surprise, the majority of the issues that I had been hired to uncover over the prior 18 months were laid out in full detail: I was given the problem. I was given the cause. I was given the effect. I was also given everything I needed to bring about a solution.
What’s my point? The associates I spoke with had a wealth of information and experience that included keys and answers to what their company needed in order to improve their overall efficiency and success. As an associate, YOU are the greatest asset in your company. You are the voice representing the people deep in the trenches of the operations of your company. You know the strengths and weaknesses of the company you’re working in. The issues you experience in your day-to-day work illuminate things that are holding back your company in some way.
You are likely acutely aware of what’s not working in your department, or in your team, or in your particular area of work. Now herein lies the challenge. What can you do about it? How can you have an impact on the workings of your company from your position of perhaps limited authority?
I propose that you may not speak up to management or leadership about the issues you’re facing in your work or in your department because:
1. You know something is not working, but you don’t know exactly what or why.
2. You are worried about jeopardizing your job or appearing insubordinate if you bring up an issue.
3. You don’t have a full picture of how your work fits into the larger operations of the company or an accurate a sense of the true value of your work, so as a result, you have the perception that taking an action to fix inefficiencies won’t make much of a difference.
The first point comes as a result of a lack of knowledge and information about what your department needs in order to be successful. You came by this deficit of knowledge honestly because this kind of information is not usually part of the training process during onboarding. Number two is the result of a conflict between voicing displeasure and demonstrating leadership that improves the condition of your company for all. You might not be aware that it’s possible to share about issues and solutions without having it appear to be a complaint. Number three comes as a result of not having access to the full picture of how your department or unit is fully integrated within your entire organization.
132 pages, Kindle Edition
Published October 17, 2018
5 people are currently reading
3 people want to read
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Displaying 1 of 1 review
June 11, 2021
Elementary: I did not take away anything I did not already know.
Author dealt with the topics at very superficial level not really particularly applicable to a very large global diverse and multi sector business.
Author dealt with the topics at very superficial level not really particularly applicable to a very large global diverse and multi sector business.
Displaying 1 of 1 review