Life is too short to work on the uninspiring. Being
Review agendas with your client, before meetings, before phone calls, before discussions. Clients should know that they can expect you to always solicit their views on how time will be spent. 6.
Reliability in this largely rational sense is the repeated experience of links between promises and action.
Managers should be hassle absorbers, not hassle creators.
Make sure meetings have clear goals, not just agendas, and ensure the goals are met. 4.
In early Greek society, particularly in Athens, democracy meant the equivalent of a permanent town meeting—all decisions of consequence were made in public assembly. As many professional service firms...
As the chapter on relationship building suggested (Chapter 5), we must find ways not only to be credible, but also to give the client the sense that we are credible. We must illustrate, not assert. Wh...
These goals are not unique to us. Our best competitors almost certainly have similar, if not identical goals. If we are to outperformthem, we don't need a better vision, but a better approach to makin...
We need structures that don't squash flexibility and creativity but minimize inefficiency and confusion.
Use the client’s fit and feel around terminology, style, formats, hours. 5.
Speak with expression, not monotonically. Use body language, eye contact, and vocal range. Show the client you have energy around the subject at hand. 5.
The attitude of exclusive professionalism (which restricts the label of professionalism to the advisor) manifests itself in a number of dysfunctional ways. It reinforces a misleading belief that the a...
It is important to note that while goods are consumed, services are experienced.
The biggest leverage for reliability enhancement probably lies in the emotional realm. The more a provider can do to understand and relate to the usually unconscious norms of the client, the more the...
I was amazed at how many fools I ran into until I noticed the common denominator in all those interactions: me. Why
A good example of ill-conceived (and premature) training approaches is seen in the many calls I get to conduct training programs to help people become better managers. I put my callers through a stand...
WHAT IS IT?The one-firm firm approach is not simply a loose term to describe a culture. It refers to a set of concrete management practices consciously chosen to maximize the trust and loyalty that me...
Warlord firms succeed when management keeps the big hitters happy and productive. The past and the future are not often items high on the agenda. Consequently, over time, the performance of extreme wa...
We don’t want people to be interested in us as a means to an end, as a destination for their own purposes. We want people to be interested in us as fellow-voyagers, people who care about us enough to...
When resources become relatively scarce and relatively costly, it suddenly does make sense to invest in coaching and training in order to extract the maximum value from medium-grade ore.
Showing 21 to 40 of 59 results