Accountant, picking

, 134–135

Agency Alignment Framework

, 16

Agency building

, 149

Alberto

, 101–102, 109, 122

Alignment Framework

, 11–12, 62–63

building

, 15–16

sense of purpose with, providing

, 12–13

work for every employee, making

, 13–15

Attractive business

, 151–152

Autonomy

, 42–43, 140

See also SCARF model

Behaviour

, 57–61

delegation by coaching

, 59–61

and motivation

, 58–59

and relationship

, 38

walking the talk

, 57–58

Behavioural profile

, 22

Bonus

, 123–124

Buffer

, 149

Build-in value

, 154–159

Business plan, using Purpose to instruct

, 19–20

Buyer’s expectations

, 159–165

Campaign development

, 89–90

Capacity

, 141–142

plan

, 143–144

Cash flow

, 138, 161, 162–163

Certainty

, 41–42, 76, 77, 140

See also SCARF model

Choices

, 2–3

controlling choices, tools and guidance for

, 3

framework for making

, 7–8

Cialdini, Robert

, 7

Client(s)

, 52–53

behaviour and team, matching

, 74–75

budgeting

, 145–146

loyalty

, 130–131, 159–160

shoes

, 73–74

Client–agency relationships

, 65

added value

, 77–78

client’s shoes

, 73–74

commercial and human

, 66–68

criteria for

, 81–82

defector or loyal client, identification of

, 78–82

expectations, setting

, 69–70

information flow

, 76–77

key performance indicators

, 72–73

measurable objectives

, 70–72

respected

, 68–69

surprises

, 75–76

team and client’s behaviour, matching

, 74–75

tools

, 77

C-Me Colour Profiling

, 59

C-ME™ Profiling Tests

, 27

Coaching

culture

, 46–47

delegation by

, 59–61

Commercial client–agency relationship

, 66–68

Commercial focus

, 53–54

Communication

, 17

Competition

, 36

Controlling choices, tools and guidance for

, 3

Covey, Stephen

, 51

Crossing the Chasm (Geoffrey Moore)

, 103

Culture

, 35

coaching

, 46–47

and ‘cobbler’s children’ effect

, 92

ingredients of

, 37–39

SCARF model, creating productive and happy environment using

, 39–45

unconscious bias, avoidance of

, 45, 46

Defection

, 78, 129

Delegation by coaching

, 59–61

EBITDA (earnings before interest, tax, depreciation and amortisation)

, 155–156

Emerson, Ralph Waldo

, 57

Energy Mapping

, 59

Engagement

, 39

Engagement Multiplier

, 116

Existing clients, growth of

, 129

Expectations, setting

, 69–70

Financial information with accounting package, capturing

, 135–136

Ford, Henry

, 36

Forecasting

, 137, 140–141

Freedom, in framework

, 50

GDPR

, 93

Gerber, Michael

, 152

Good leaders, successful agencies and

, 49

behaviours

, 57–61

clients

, 52–53

commercial focus

, 53–54

freedom, in framework

, 50

leadership framework

, 54–57

leadership responsibilities

, 52

leadership versus management

, 50–51

new business

, 53

people

, 52

personal leadership plan

, 61–63

proposition

, 53

Great agency, building

, 1

choices

, 2–3

controlling choices, tools and guidance for

, 3

self and

, 2

Growth

, 154–159

Hourly rates

, 143

Hours available to sell

, 142–143

Ideal fit of prospects

, 96–98

Inertia

, 113–115

Information flow

, 76–77

Innovating services

, 109–112

Innovation

, 56–57, 101

to achieve purpose, importance of

, 106–107

choices of

, 106

energising

, 109

inertia

, 113–115

internal processes

, 109–112

and marketing

, 99

new ways to

, 105

and over-servicing

, 112–113

right time, importance of getting

, 107–109

timing and

, 102–105

Innovative thinking, unlocking

, 115–118

John West

, 96

Key performance indicators (KPIs)

, 72–73

Leadership

versus management

, 50–51

responsibilities

, 52

Leadership Challenge, The

, 54

Leadership framework

, 54–57

purpose

, 54–56

innovation

, 56–57

Loyalty

, 79, 129

Management versus leadership

, 50–51

Marketing

, 83, 92

active partners

, 95–96

campaign development

, 89–90

culture and

, 92

database

, 93–94

ideal fit of prospects

, 96–98

implementation

, 92–93

innovation and

, 99

proposition

, 87–88

resourcing

, 98–99

sensing

, 88–89

thought leadership

, 90–91

vanilla agencies

, 85–87

winning awards

, 94–95

Marshall Cavendish

, 124–125

Measurable objectives

, 70–72

Mission

, 55

Moore, Geoffrey

, 103, 105

Motivation, behaviour and

, 58–59

New business

, 53, 119

bonus

, 123–124

client loyalty

, 130–131

existing clients, growth of

, 129

no-budget tenders and aberrations

, 127–128

pipeline management

, 128–129

pitch-ready agency, creation of

, 124–126

sales policy

, 122–123

targets

, 120–122

vanilla agencies

, 124

No-budget tenders

, 127–128

OGSM

, 11–12

Outcomes

, 6–7

sense of purpose with Alignment Framework, providing

, 12–13

and team behaviour

, 38

Outcomes, Strategies, Actions and Metrics (OSAM)

, 12

Overheads

, 137, 159–164

Over-servicing

, 146–147

Owners, rewarding of

, 164

Partnership

, 79, 129

People

, 52

costs

, 136

Personal development, linking Purpose to

, 16–17

Personal development plan (PDP)

, 16, 31–32, 41, 61–63

Pipeline management

, 128–129

Pitch-ready agency, creation of

, 124–126

Poison pills

, 160, 161

PPA

, 59

PRCA

annual benchmarking survey

, 68–69

Benchmark Survey

, 141, 146

Census

, 105

Profit

, 155, 156, 157

cash flow

, 138, 161, 162–163

Profit and loss

, 137–138

Promotion

, 25–27

Proposition

, 53

Purpose

, 6, 7, 54–56

company

, 6–7, 10–11

connecting to traditional business plan

, 17–19

intangible

, 10–11

linking to personal development

, 16–17

personal

, 6–8, 10–11

into plan, turning

, 11–12

sense of purpose with Alignment Framework, providing

, 12–13

tangible

, 10–11

using to attract right talent

, 8–9

using to instruct business plan

, 19–20

Quickbooks

, 135

Reason to leave

, 25–27

Recruitment

for growth

, 27–29

successful, as trust purchase

, 23

Relatedness

, 43–44, 45

See also SCARF model

Reporting, formats of

, 138–140

Resourcing

, 98–99

Right clients, attracting

, 9–10

Right people, attracting

, 22–23

successful recruitment, as trust purchase

, 23

Right talent, using Purpose to attract

, 8–9

Rohn, Jim

, 63

Sage

, 135

Sales policy

, 122–123

SCARF model

, 24–25, 30, 32–33, 75–76, 117, 124, 140

creating productive and happy environment using

, 39–45

Security

, 157

Services in growth areas

, 160

Sex appeal

, 157–158

Skeletons

, 160, 161

Sliding Doors

, 6

SMART objectives

, 71

Status

, 40

See also SCARF model

Stephenson, Robert Louis

, 5

Strong succession

, 163

Successful recruitment, as trust purchase

, 23

Surprises

, 75–76

Talkability

, 86–87

Targets

, 120–122

Team Alignment Framework

, 16

Team and client’s behaviour, matching

, 74–75

Terminal problems

, 33–34

Thomas International

PPA

, 59

Thought leadership

, 90–91, 122

Timesheets to drive right behaviour, using

, 144–145

Timing

and innovation

, 102–105

of stay

, 24–27

Top of core information, keeping

, 136–138

Traditional business plan, connecting Purpose to

, 17–19

Training and development

, 30–33

Transaction

, 78–79, 129

Trust

, 85–86

Unconscious bias

, 22

avoidance of

, 45, 46

ValueFlow™

, 113

Values/valuing

, 55, 152–154

Vanilla agencies

, 85–87

selling

, 124

talkability

, 86–87

trust

, 85–86

Vision

, 55

Walking the talk

, 57–58

Xero

, 135

Yes person

, 147–149