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Practice What You Preach

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Firms that are perceived by their employees to actually practice what they preach are more financially successful than their competitors, says consultant David H. Maister, based on a worldwide survey of 139 offices in 29 professional service firms in 15 countries in 15 different lines of business. Maister asked the simple question: Are employee attitudes correlated with financial success? The answer, he found, was &quote,an unequivocal 'Yes!'&quote, Further, the author shows that high levels of employee commitment and dedication &quote,cause(yes, cause) a demonstrable, measurable improvement in financial performance.&quote, Maister proves that if your firm doesn't promote enthusiasm and high morale in your employees, your firm will make less money. So, how can you create a culture in your firm that promotes growth and superior financial returns? Maister discovered that the most successful firms surveyed excelled by doing well on things to which most, if not all, firms pay only lip service: commitment to clients, teamwork, high standards, employee development, and other familiar topics. However, what distinguishes the best from the rest is that the best live up to their own standards. Digging deeper by conducting in-depth interviews with managers and employees of the firms he surveyed, Maister has found that the key to success is not the systems of the firm, but the character and skills of the individual manager. He explores in detail the central role of the manager (what he or she must be, must do, and must require of others). The reader will find specific action recommendations from the managers and employees of these &quote,superstar&quote, businesses on how to build an energized workplace, enforce standards of excellence, develop people, and have fun -- all as powerful profit improvement tactics. Practice What You Preach can help any manager increase firm growth and profitability, and will provide proof to firm executives that great financial rewards come from living up to the high standards that most businesses advocate, but few achieve.


David H. Maister, one of the world's leading authorities on the management of professional service firms, is the author of several successful books, including Managing the Professional Service Firm, True Professionalism, and Practice What You Preach, and coauthor of The Trusted Advisor.



How to Use This Book

1. The Survey

Financial performance and employee attitude questions
2. Tramster: A Case Study
Trust, respect and integrity
3. How Successful Offices Did It
Enthusiastic, committed and dedicated people
4. Northport: A Case Study
The right combination of fun and discipline
5. Correlations with Financial Performance
An uncompromising determination to achieve excellence
6. Mustang Communications: A Case Study
Build your people and the rest will come
7. The Predictive Package
Nine attitudes that predict profits
8. Archipelago: A Case Study
The best management is one-on-one
9. The Path to Performance
The factors that cause financial performance
10. Tigrette: A Case Study
Talent doesn't outweigh personality
11. Firm or Office? What's Driving Things?
The individual manager is disproportionately influential
12. Mortimer Ransford: A Case Study
The Culture Cop: non-negotiable cultural minimums
13. The Effects of Office Size
Size makes things harder
14. Bellerephon: A Case Study
You've met Alice, haven't you? Essential human qualities
15. Age Levels
Your younger staff's views predict profits best!
16. Arkwright, Sutton: A Case Study
It's about relationships, stupid! Walk the halls!
17. Additional comparisons
Geography, lines of business and leverage
18. McLeary Advertising: A Case Study
Don't go home if someone else needs help
19. Julie's Perspective
Don't be afraid to live your values
20. Lessons: The Manager
What managers must be, believe and do
21. Lessons: Creating the Success Culture,
Intolerance, requirements and community
22. Lessons: Developing People
Creating an energizing workplace
23. Lessons: Other Topics
Hiring, Training, Rewards and Clients
24. It's Not One or the Other, It's Both!
People development IS business development
25.The Courage to Manage
Strategy versus expediency. Do what you say you'll do.

Appendix One

The Financial Performance Index
Appendix Two
The 74 Questions
Appendix Three
The Factors
Appendix Four
Impact of Improving on Each Question
Appendix Five
How the Top 20 Percent Offices Did It
Appendix Six
Appendix Seven
A Note on Structural Equation Modeling




About the Author


Titel: Practice What You Preach
Untertitel: What Managers Must Do To Create A High Achievement Culture
EAN: 9780743215923
ISBN: 978-0-7432-1592-3
Digitaler Kopierschutz: Adobe-DRM
Format: E-Book (epub)
Herausgeber: Simon + Schuster Inc.
Genre: Wirtschaft
Anzahl Seiten: 272
Veröffentlichung: 18.10.2001
Jahr: 2001
Untertitel: Englisch
Dateigrösse: 5.2 MB