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More copies of this ISBN:True Professionalismby David Maister
Synopses & ReviewsPublisher Comments:Are technically competent professionals who work long, hard hours "true" professionals, seeking superior quality in their work and striving to provide the best service possible to their clients? Or are they "cruisers" adhering to standards, but performing below their full potential, lacking the inspiration for the extra level of intensity that creates superb work? Professional firms are forever trying to get their people to act like professionals — to do the right things. Though their various incentives may create employee compliance, these don't often encourage excellence. Taking issue with such methods, David Maister, the world's premier consultant to professional service firms, vigorously challenges professionals to examine this essential, yet under-addressed question: What is true professionalism? Essentially, Maister argues, it is a personal commitment to self-betterment and a professional dedication to provide the best and most efficient service to clients. In clear, pragmatic terms, he convincingly advocates the "power of principles" — the most effective tools management can use to inspire excellence in individual performance. His core principles spring from good, sound logic: Believe passionately in what you do, never compromise your standards and values, and care about your clients. Do all of these because they are the ethical things to do and because they are the primary road to commercial success. In this candid treasury of practical wisdom, Maister expounds some eternal truths about the individual professional, the firm, and the client. He explains how to achieve true professionalism at both the micro and macro levels by answering many key but tough questions, including these: How do you develop a personal career strategy? How does a firm track the profitability of individual assignments? Can and should you guarantee your client's satisfaction? Looking first at the individual, Maister dares those good corporate citizens who "do their duty" to discover what they truly love to do, and then to align their real-world actions with their true values — and he tells them why a continual investment must be made in getting better. Turning to the firm, he focuses on what he calls its "instability" and offers advice on how to invest in skill-building. He explains why extra time invested in supervising reaps large financial benefits, and why excellence in client satisfaction should be an enforced standard. A brief example of the clear thinking and sound advice to be found in this handbook: Stress on maximizing billable hours may seem profitable, but instead it encourages employees to be inefficient, it loses the customer's trust and confidence, and eventually it hurts the firm's reputation and profit margin. The bottom line, according to the author? Act like a true professional and the money will follow. Review:F. W. "Mickey" HuibregtsenChairman and Director, McKinseyandCompany, NetherlandsMaister is a master in the field of professionalism. Whereas his focus clearly is on the professional firm, many of his thoughts are also relevant to the top management of large international corporations, both in their dealings with professionals and in their own management actions. Review:Lawrence A. WeinbachManaging Partner and Chief Executive, Andersen WorldwideFull of the practical wisdom that we have come to expect from David Maister. Professionals of every kind will find something useful in this collection of rich insights and ideas. Review:Jacob J. WeissVice President, Goldman, SachsandCo.Captures the fundamental dilemmas which underlie the management of a professional service firm. An invaluable source. Review:Donald GroningerExecutive Vice President and General Counsel, Bridgestone/Firestone, Inc.Provides a common sense blueprint for professional success, emphasizing the simple but often neglected principles that make for a fulfilling and productive career. Anyone who wants to be thought of as a professional will benefit from reading this book, Maister's insights apply to people at all levels of organizations and in a wide variety of industries and professions. Review:James P. SavianoPresident, CSC ConsultingMaister has a remarkable ability to cut to the quick and challenge executives to take on the burden of leadership by offering practical advice on how to connect business behavior to principles and values. Synopsis:Professional firms are forever trying to get their people to act like professionals - to do the right things. Though their various incentives may create employee compliance, these don't often encourage excellence. Taking issue with such methods, David Maister, the world's premier consultant to professional service firms, vigorously challenges professionals to examine this essential, yet under-addressed question: What is true professionalism? Essentially, Maister argues, it is a personal commitment to self-betterment and a professional dedication to provide the best and most efficient service to clients. In clear, pragmatic terms, he convincingly advocates the "power of principles" - the most effective tools management can use to inspire excellence in individual performance. His core principles spring from good, sound logic: Believe passionately in what you do, never compromise your standards and values, and care about your clients. Do all of these because they are the ethical things to do and because they are the primary road to commercial success. In this candid treasury of practical wisdom, Maister expounds some eternal truths about the individual professional, the firm, and the client. He explains how to achieve true professionalism at both the micro and macro levels by answering many key but tough questions, including these: How do you develop a personal career strategy? How does a firm track the profitability of individual assignments? Can and should you guarantee your client's satisfaction? Looking first at the individual, Maister dares those good corporate citizens who "do their duty" to discover what they truly love to do, and then to align their real-world actions with their true values - and he tells them why a continual investment must be made in getting better. Turning to the firm, he focuses on what he calls its "instability" and offers advice on how to invest in skill-building. He explains why extra time invested in supervising reaps large About the AuthorDavid H . Maister, of Maister Associates, Inc., Boston, is the author of Managing the Professional Service Firm and a former professor at the Harvard Business School, He consults to professional service firms worldwide. Table of ContentsCONTENTS Acknowledgments Introduction: The Power of Principles PART ONE: (MOSTLY) ABOUT YOU 1. Real Professionalism What is professionalism, and how do you manage in order to breed it? 2. Are You Having Fun Yet? What is the role of excitement and enthusiasm in professional success? 3. No Regrets How do you develop a personal career strategy? 4. Dynamos, Cruisers, and Losers How do you keep your career in high gear? How do you tell if it is? 5. It's About Time What are the key business processes of a professional practice, and how do you manage your investments in these areas? 6. Are You Willing to Be Managed? How can management in a professional environment be reconciled with the need for autonomy? 7. Why Should I Follow You? What are the key attributes of a manager of professionals? PART TWO: (MOSTLY) ABOUT YOUR FIRM 8. Values inaction How vigorously do you "enforce" your values? Do your people think you live up to them? 9. The Value of Intolerance What should a firm be "intolerant" about? How do you ensure that you do not slip into tolerating "OK" performance? 10. A Time for Healing How do you create a sense of teamwork? 11. How Firms (Should) Add Value How do you ensure that there is value in the institution, not just in the individuals who work there? 12. Success Through Skill-Building How do you invest in and manage rapid skill-growth? 13. What Kind of Provider Are You? What are the key skills of different types of providers, and what are the differences between them? 14. Managing Your Client's Projects How do you track the profitability of individual assignments? 15. Why Merge? When does a professional firm merger make sense? 16. The Adaptive Firm What do you have to do to be good at constantly evolving and adapting? PART THREE: (MOSTLY) ABOUT YOUR CLIENTS 17. How Real Professionals Develop Business What works in marketing, and how does this compare to the standards of professionalism? 18. Finding Out What Clients Want How do you discover how the client defines quality? 19. Why Cross-Selling Hasn't Worked How can cross-selling really be made to happen? 20. Measuring Your Marketing Success What's the difference between "more business" and "better business" and can you measure it? 21. Satisfaction Guaranteed Can/should you guarantee your clients' satisfaction? Index What Our Readers Are SayingBe the first to add a comment for a chance to win!Product Details
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