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Product Description
We often (or even usually) know what we should be doing in both our personal and professional life. We also know why we should be doing it and (often) how to do it. Real strategy lies not in figuring out what to do, but in devising ways to ensure that, compared to others, we actually do more of what everybody knows they should do. In 18 chapters, Maister explores the fat smoker syndrome and how individuals, managers, and organisations can overcome the temptations of the short-term and actually do what they already know is good for them.
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Much of what individuals and firms do in the name of strategic planning is a complete waste of time and about as effective as making New Year's resolutions. Read the first page Browse Sample Pages
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
Much of what individuals and firms do in the name of strategic planning is a complete waste of time and about as effective as making New Year's resolutions. Read the first page Browse Sample Pages
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Customer Reviews
Most Helpful Customer Reviews
26 of 28 people found the following review helpful
Format:Hardcover
This is David Maister's sixth book, (of which two, strictly speaking, were co-authored). He is a very energetic blogger, and I should "declare an interest" in so far as I have followed the blog and have read all of the books. After reading his first, Managing the Professional Service Firm, aka the PSF, I changed career to get involved in that very sector, and have had few regrets.
The Fat Smoker metaphor is that fat smokers know that they should stop smoking, eat less and exercise more - but that they are demotivated by the scale of the whole journey and can find any number of reasons for not taking the first step. Maister - who claims he was the archetypical fat smoker, but who is reformed after a health scare - identifies the changes in approach needed actually to make the change. Small, easily achievable and recognisable steps are the key.
This book represents no radical departure from Maister's earlier thinking. He tells some of the same old stories from Managing the PSF, like turning down work (to teach customer service to car dealerships) in pursuit of his strategy (of consulting to PSFs). He recommends learning to say "no" to work that is "off-strategy". He invents new metaphors - to the Hunters and Farmers of Managing the PSF, the Nurses, Psychotherapists, Pharmacists, and Brain Surgeons of "True Professionalism", he now adds "Mountain Lions, Wolf Packs, Spider/Beavers and Humans/Bees". These work for me: if you work in a PSF, or indeed many other modern businesses, you will be able to categorise you colleagues and gain insights into their motivation.
This book continues a trend evident, I think, over his writings, towards a personal development message. Managing the PSF was relatively coldly businesslike; in Practice what you Preach" and this book Maister has become much more interested in what really motivates people to achieve excellence. In his final chapter of this book Maister says "I have in the past tended to preface my remarks about such things as caring for your people and your clients by saying `These are not moral points. They are just good business tactics.' I no longer try to say it that way. It has become increasingly clear that...people who are acting on principle are much more likely to get done what they say they will do than will those who are doing those things solely in pursuit of future rewards." So it's not just what to do, it's about what you should be, how you might transform yourself if you really want to - and then how you transform others.
My main quibble regards this book has been over delivery times: having ordered the book from amazon.co.uk at the beginning of January, and still having been quoted an April delivery date last weekend, I finally cancelled that order and ordered from amazon.com in frustration - and had delivery just three days later. Mr Maister has apparently abandoned Simon & Schuster for a local publisher and this has clearly had an impact on delivery times. This probably won't be a problem, however, as soon as his followers' backlog has been cleared - the site today suggests British deliveries before the end of February.
If you are involved in the management of PSFs then I would thoroughly recommend this, and Maister's other books. Few such firms measure up to the standards that Maister advocates, and Maister says that it is fine to aim for something lesser if you don't pretend that you are something greater, but if you want to achieve any improvement then this book can only help.
The Fat Smoker metaphor is that fat smokers know that they should stop smoking, eat less and exercise more - but that they are demotivated by the scale of the whole journey and can find any number of reasons for not taking the first step. Maister - who claims he was the archetypical fat smoker, but who is reformed after a health scare - identifies the changes in approach needed actually to make the change. Small, easily achievable and recognisable steps are the key.
This book represents no radical departure from Maister's earlier thinking. He tells some of the same old stories from Managing the PSF, like turning down work (to teach customer service to car dealerships) in pursuit of his strategy (of consulting to PSFs). He recommends learning to say "no" to work that is "off-strategy". He invents new metaphors - to the Hunters and Farmers of Managing the PSF, the Nurses, Psychotherapists, Pharmacists, and Brain Surgeons of "True Professionalism", he now adds "Mountain Lions, Wolf Packs, Spider/Beavers and Humans/Bees". These work for me: if you work in a PSF, or indeed many other modern businesses, you will be able to categorise you colleagues and gain insights into their motivation.
This book continues a trend evident, I think, over his writings, towards a personal development message. Managing the PSF was relatively coldly businesslike; in Practice what you Preach" and this book Maister has become much more interested in what really motivates people to achieve excellence. In his final chapter of this book Maister says "I have in the past tended to preface my remarks about such things as caring for your people and your clients by saying `These are not moral points. They are just good business tactics.' I no longer try to say it that way. It has become increasingly clear that...people who are acting on principle are much more likely to get done what they say they will do than will those who are doing those things solely in pursuit of future rewards." So it's not just what to do, it's about what you should be, how you might transform yourself if you really want to - and then how you transform others.
My main quibble regards this book has been over delivery times: having ordered the book from amazon.co.uk at the beginning of January, and still having been quoted an April delivery date last weekend, I finally cancelled that order and ordered from amazon.com in frustration - and had delivery just three days later. Mr Maister has apparently abandoned Simon & Schuster for a local publisher and this has clearly had an impact on delivery times. This probably won't be a problem, however, as soon as his followers' backlog has been cleared - the site today suggests British deliveries before the end of February.
If you are involved in the management of PSFs then I would thoroughly recommend this, and Maister's other books. Few such firms measure up to the standards that Maister advocates, and Maister says that it is fine to aim for something lesser if you don't pretend that you are something greater, but if you want to achieve any improvement then this book can only help.
0 of 1 people found the following review helpful
Format:Hardcover
David Maister offers some of the clearest insights into the professional mind and managing a professional services firm. Essential reading for Managing Partners, even those who have read his earlier books will benefit. New entrants to the professions will gain some ideas on how to progress.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
17 reviews
18 of 18 people found the following review helpful
One of the most useful strategy books in print
3 Jan 2008
Format:Hardcover
David Maister has written another very readable, logical, practical book that's brimming with common sense. It's for leaders who could use a Dutch uncle's bony index finger in their sternum to remind them of what they already know but don't have the focus and discipline to do day after day.
As a management consultant for the past 25-plus years, I've watched leaders struggle with defining, clarifying and implementing business strategies. They struggle because it's not easy work. It's like dieting or quitting smoking and staying with it. It's hard work.
Drawing on the diet/smoking analogy, Maister offers up useful ways to think about strategy--starting with having the right mindset. To this he introduces tools, techniques and processes to make strategy work...this time.
He's so usefully blunt with that bony index finger. "Real strategy lies not in figuring out what to do, but in devising ways to ensure that, compared to others, we actually do more of what everybody knows they should do." So, strategy is not just about strategy, but execution.
And commitment and resolute focus. "You can't achieve a competitive differentiation through things you do 'reasonably well most of the time.'"
And discipline. "The necessary outcome of strategic planning is not analytical insight but resolve."
And knowing when to say no. "Strategy is deciding whose business you are going to turn away."
Maister covers the gamut, from building ownership and accountability in the strategy (consequences for non-compliance), avoiding temptation, creating rules to live by, clarifying expectations and roles for leaders and overcoming obstacles that I have seen leaders struggle with over the years.
Of all the business books that flood the market these days, Strategy and the Fat Smoker stands out for its practicality, common sense and long-term usefullness. It's already a dog-eared reference book on my bookshelf.
Jim Shaffer
Jim Shaffer Group
As a management consultant for the past 25-plus years, I've watched leaders struggle with defining, clarifying and implementing business strategies. They struggle because it's not easy work. It's like dieting or quitting smoking and staying with it. It's hard work.
Drawing on the diet/smoking analogy, Maister offers up useful ways to think about strategy--starting with having the right mindset. To this he introduces tools, techniques and processes to make strategy work...this time.
He's so usefully blunt with that bony index finger. "Real strategy lies not in figuring out what to do, but in devising ways to ensure that, compared to others, we actually do more of what everybody knows they should do." So, strategy is not just about strategy, but execution.
And commitment and resolute focus. "You can't achieve a competitive differentiation through things you do 'reasonably well most of the time.'"
And discipline. "The necessary outcome of strategic planning is not analytical insight but resolve."
And knowing when to say no. "Strategy is deciding whose business you are going to turn away."
Maister covers the gamut, from building ownership and accountability in the strategy (consequences for non-compliance), avoiding temptation, creating rules to live by, clarifying expectations and roles for leaders and overcoming obstacles that I have seen leaders struggle with over the years.
Of all the business books that flood the market these days, Strategy and the Fat Smoker stands out for its practicality, common sense and long-term usefullness. It's already a dog-eared reference book on my bookshelf.
Jim Shaffer
Jim Shaffer Group
28 of 32 people found the following review helpful
Sure to become a classic
4 Jan 2008
Format:Hardcover
A look inside what will likely be the best business book of 2008. David Maister has collected decades of experience into what may be seen as the ultimate management BS detector. He shreds fads and provides common sense advice to people who are serious about improving leadership, management, and customer relationship capabilities. We'll look at each section and the content and format that makes this book so special.
6 of 6 people found the following review helpful
If you are a lawyer, accountant, consultant or architect (or work for them) you need to buy this book this book now! Right now!
17 Jan 2008
Format:Hardcover
It's a new year and you want to lose weight. You know what to do. Odds are, however, that you will not do it.
So it goes with professional service firms strategies. Every firm knows what to do but they just don't do it. Why? Because they aren't sick. Once they have that first heart attack things will change.
That is the central point David makes in this great book. He makes the point simply and effectively and this is a must read for every person who lives by the billable hour.
Heads of firms should skip straight to the chapter titled "The Chief Executive's Speech." Take it, put it on some note cards and give it the next beginning of the fiscal year all-hands meeting. This is what you should be saying instead of the things you've been saying before.
I hope to hear that some firm has ditched their current strategy and replaced it with David's. That firm will make more money than their competition.
So it goes with professional service firms strategies. Every firm knows what to do but they just don't do it. Why? Because they aren't sick. Once they have that first heart attack things will change.
That is the central point David makes in this great book. He makes the point simply and effectively and this is a must read for every person who lives by the billable hour.
Heads of firms should skip straight to the chapter titled "The Chief Executive's Speech." Take it, put it on some note cards and give it the next beginning of the fiscal year all-hands meeting. This is what you should be saying instead of the things you've been saying before.
I hope to hear that some firm has ditched their current strategy and replaced it with David's. That firm will make more money than their competition.
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