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Author: David H. Maister
Quotes of Author: David H. Maister
TOP TAGS :perseverencesuccessfulgods-gracesoundtranslatormodels2011echoes

  1. David H. Maister _ Strategy and the Fat Smoker;

    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 warlord firms often swings through peaks and valleys. Much management energy is expended in modulating the politically charged environment.
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  2. David H. Maister _ Strategy and the Fat Smoker;

    unity, pride, respect, loyalty, excellence, and integrity.
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  3. David H. Maister _ Managing The Professional

    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.
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  4. David H. Maister _ The Trusted Advisor

    while most providers sell on the basis of technical competence, most buyers buy on the basis of emotion.
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  5. David H. Maister _ The Trusted Advisor

    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. Why
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  6. David H. Maister _ The Trusted Advisor

    Fig. 8.2. Trust Realms The
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  7. David H. Maister _ The Trusted Advisor

    Credibility isn't just content expertise. It's content expertise plus "presence," which refers to how we look, act, react, and talk about our content. It depends not only on the substantive reality of the advisor's expertise, but also on the experience of the person doing the perceiving. 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. Why
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  8. David H. Maister _ The Trusted Advisor

    Fig. 8.1. The Trust Equation Fig. 8.2. Trust Realms The
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  9. David H. Maister _ Managing The Professional

    There are dangers in this model of succumbing to "committee-itis." If too many people are jointly responsible for the execution of firm business, the chances that implementation will be deferred increase exponentially.
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  10. David H. Maister _ The Trusted Advisor

    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.
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  11. David H. Maister _ Managing The Professional

    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 have rediscovered, this view of democracy tends to result in much wasting of time, slowness of response, and extreme conservatism in action.
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  12. David H. Maister _ The Trusted Advisor

    Use the client's "fit and feel" around terminology, style, formats, hours. 5.
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