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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 standard set of questions: *Did you choose people for managerial roles because they were the type of people who could get their fulfillment and satisfaction out of helping other people shine rather than having the ego-need to shine themselves? (No!)..
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David H. Maister |
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Make specific commitments to your client around small things: getting that article by tomorrow, placing the call, writing the draft by Monday, looking up a reference. And then deliver on them, quietly, and on time. 2.
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David H. Maister |
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Make sure meetings have clear goals, not just agendas, and ensure the goals are met. 4.
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David H. Maister |
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Use the client's "fit and feel" around terminology, style, formats, hours. 5."
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David H. Maister |
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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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David H. Maister |
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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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David H. Maister |
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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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David H. Maister |
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Fig. 8.1. The Trust Equation Fig. 8.2. Trust Realms The
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David H. Maister |
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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..
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David H. Maister |
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Fig. 8.2. Trust Realms The
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David H. Maister |
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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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David H. Maister |
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while most providers sell on the basis of technical competence, most buyers buy on the basis of emotion.
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David H. Maister |
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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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David H. Maister |
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between
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David H. Maister |
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unity, pride, respect, loyalty, excellence, and integrity.
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David H. Maister |
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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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David H. Maister |