David Maister's Managing LibraryManagement is about helping other people become more successful than they would be if they were left only to their own devices. It's also about channeling individual ambitions so that organizational goals are accomplished.Leadership Qualities- March 23, 2007 If you dont subscribe to my (free) articles, then you wont know that I have just published a new article on my website entitled Selecting A Leader: Do We Know What We Want (downloadabe in pdf form, as all my articles are.)The article points out that many of the desired characteristics that firms say they want in a CEO or Managing Partner are inherently contradictory: for example, firms often say they want someone who is both decisive and consultative. Its tough to be both.Some other...http://davidmaister.com/blog/361/ The Balanced scorecard on YOU may be coming soon- March 19, 2007 Bruce MacEwan (blogging as Adam Smith, Esq.) reports on and discusses a article by Guy Beringer, a senior partner at Allen & Overy, the major UK law firm, on the inadequacies (and unfortunate consequences) of using PROFIT PER EQUITY PARTNER (PEP) as a measure (or, perhaps more significantly) THE measure of firm performance.This is not a new debate, in the law or in industry generally. The weaknesses of PEP are largely the same as the weaknesses of return on shareholders...http://davidmaister.com/blog/357/ We Don't work for Jerks- March 9, 2007 As I reported inmy book PRACTICE WHAT YOU PREACH, one of the hallmarks of the most successful professional businesses is that they recognize that, for long-run success, you must not only delight your clients but also provide interesting, challenging work experiences for your people.That seems simple enough, but too few firms understand (and implement) the logical consequence: that you must say no to clients who treat you or your people badly. Not only must you not employ jerks (as Bob.http://davidmaister.com/blog/350/ The Three-Month Rule- March 8, 2007 Plans and reviews ought to be conducted on a once-every-three-month cycle.Once a year is, of course, too infrequent. Saying Ill accomplish something in the next twelve months is like setting New Years Resolutions the pressure for accountability is too little at the beginning of the year, and too intense at the end. Examining whether I did what I promised only after 12 months of effort is unlikely to ensure that I stay on the diligent execution path. On the other hand, meeting with..http://davidmaister.com/blog/349/ |