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The fifteen skills to master as a leader:

People orientated skills
1.    Master of communication and public relation

2.    Recruiting and promoting

3.    Develop and maintain stakeholder relationships

4.    Selling and leading change

5.    Provisioning for the team

6.    Develop, engage, and trust

7.    Valuing results and people

8.    Valuing work life balance

Personal skills
9.    Have a vision of your legacy

10. Embrace abandonment (letting go of the past)

11. Define the mission, values, […]

By |July 12th, 2017|0 Comments

Why You Should Eat a Frog Every Morning

Mark Twain once said that if you eat a live frog first thing in the morning, you know that the rest of your day will be better because the worst is behind you. After all, you’ve already eaten a live frog, what’s the worst that could happen?

Far too often we dread a task, perceiving that […]

By |July 12th, 2017|0 Comments

How far can your leadership go?

As managers climb up the management tree they need to ask themselves how far can my leadership go?  Could I become a general manager or even a CEO?  To help answer this question you need to see how much leadership is in your DNA and how much you are prepared to commit to rectify shortfalls.

My interest in […]

By |July 12th, 2017|0 Comments

Reporting Performance Measures

There is a major problem with reporting. The writers often do not understand enough about the science of reporting. In addition, too many reports have been prepared monthly, which is far too late for prompt action. The reporting framework used in an organization must accommodate the requirements of the different levels in the organization board, […]

By |November 6th, 2015|0 Comments

The myths around KPIs

I have been writing about performance measures for more than 20 years. In all that time, I have only witnessed minimal advances in the way companies go about using them. All too often, the assessment of measures are treated as an afterthought.They are regarded as a box-filling exercise to demonstrate that we have achieved a […]

By |November 6th, 2015|0 Comments

Background to making KPIs work

Many organizations that have operated with key performance indicators (KPIs) have found the KPIs made little or no difference to performance. In many cases this was due to a fundamental misunderstanding of the issues. Organizations often begin to develop a KPI system by immediately trying to select KPIs without the preparation that is indicated in […]

By |June 15th, 2015|0 Comments

Moving accounts payable out of the dark ages

The accounts payable team is one of the most important in the accounting function. However, many APteams are stuck in the dark ages, which means:* monthly accounts cannot be prepared promptly, as AP is buried under a tsunami of invoices* budget holders are unnecessarily tied up in authorising and approving all transactions– no matter how […]

By |June 15th, 2015|0 Comments

Determining Measures That Will Work in Your Organization

Many performance measures are created from a flawed process. Frequently the task of finding measures is carried out at the last minute by staff members who do not have a clue about what is involved in finding a measure that will create the appropriate behavioral response. Chapter 12 looks at common reasons why organizations get […]

By |May 30th, 2015|0 Comments

Create a lean finance team

The annual planning process and the long, drawn-out annual reporting cycle are both perfect examples of catch-22s. To break out of them, finance teams need to attack the onerous processes that are hangovers from the past and that they have mistakenly stuck with. Read More

By |May 30th, 2015|0 Comments

The free accounts payable system

The average cost of a whole purchasing cycle is estimated at £30 to £40 per transaction. This cost is horrific when you realise that a high portion of your transactions is for minor amounts. The diagram to the right shows a typical profile of accounts payable(AP) invoices. Read More

By |May 30th, 2015|0 Comments