Practice What You Preach

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 "an unequivocal 'Yes!'" Further, the author shows that high levels of employee commitment and dedication "cause(yes, cause) a demonstrable, measurable improvement in financial performance." 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 "superstar" 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.

Autorentext

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.

Inhalt

IntroductionHow to Use This Book1. The SurveyFinancial performance and employee attitude questions2. Tramster: A Case StudyTrust, respect and integrity3. How Successful Offices Did ItEnthusiastic, committed and dedicated people4. Northport: A Case StudyThe right combination of fun and discipline5. Correlations with Financial PerformanceAn uncompromising determination to achieve excellence6. Mustang Communications: A Case StudyBuild your people and the rest will come7. The Predictive PackageNine attitudes that predict profits8. Archipelago: A Case StudyThe best management is one-on-one9. The Path to PerformanceThe factors that cause financial performance10. Tigrette: A Case StudyTalent doesn't outweigh personality11. Firm or Office? What's Driving Things? The individual manager is disproportionately influential12. Mortimer Ransford: A Case StudyThe Culture Cop: non-negotiable cultural minimums13. The Effects of Office SizeSize makes things harder14. Bellerephon: A Case StudyYou've met Alice, haven't you? Essential human qualities15. Age LevelsYour younger staff's views predict profits best!16. Arkwright, Sutton: A Case StudyIt's about relationships, stupid! Walk the halls!17. Additional comparisonsGeography, lines of business and leverage18. McLeary Advertising: A Case StudyDon't go home if someone else needs help19. Julie's PerspectiveDon't be afraid to live your values20. Lessons: The ManagerWhat managers must be, believe and do21. Lessons: Creating the Success Culture,Intolerance, requirements and community22. Lessons: Developing PeopleCreating an energizing workplace23. Lessons: Other TopicsHiring, Training, Rewards and Clients24. It's Not One or the Other, It's Both!People development IS business development25.The Courage to ManageStrategy versus expediency. Do what you say you'll do.*Appendix One The Financial Performance Index*Appendix Two The 74 QuestionsAppendix Three*The Factors*Appendix Four Impact of Improving on Each QuestionAppendix Five How the Top 20 Percent Offices Did ItAppendix Six CorrelationsAppendix Seven A Note on Structural Equation ModelingReferencesAcknowledgmentsIndexAbout the Author