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Practice What You Preach: What Managers Must Do To Create A High-achievement Culture Kindle Edition
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Top customer reviews
General Schwartzkopf once said that you should "be the leader you want to have." That's the essence of the message of this book for achieving higher profitability. To make more money in pofessional offices, select and encourage leaders who will set high standards, serve as a good example, police the culture to improve it, and enable people to learn and make progress.
Few works about management and leadership have the superb quantifications involved in this book. The foundation comes in 5589 individual responses (to about 10,000 questionnaires distributed) in 139 offices of 29 firms owned by the same public company. Each office was characterized by four profit tests to establish a profit index. Then differences in employee survey responses were tested against the profit index. Taken in many different cuts, Mr. Maister tells you which questions best correlated statistically with higher profit index numbers for an office. Each key observation is supported by a case example of one office that did well in this dimension. First, he relates what the head of the office said about the office's success and culture. Then he provides a composite interview with the people who work in the office.Read more ›
Putting aside his foolishness in explaining the Goose That Laid The Golden Egg, Mr Toad had got much of what David Maister demonstrates in this book. Taking consistently high performing businesses and using questionnaires/interview Maister has looked for common features across the field. He depends, of course, on his interviewees being sufficiently self-aware to analyse success, but I doubt they can all be similarly deluded.
The result of this study is that one wants a certain kind of team player, and one wants them more than a more talented individual who does not "know the Company Song", disruption is to be feared more than incompetence. The result is the sort of business that I loathe but which does function as a money spinner and I suspect makes its kind of people happier than the more freer environment. This is a world where the team plays and works together, where middle-management service the higher ranks and expects to be obeyed in an inclusive fashion. Yes, oddly enough they do not expect unthinking obedience but thinking obedience. I never quite got this but it is undoubtedly there; the nearest I can get to is the sort of unit loyalty one finds in a regiment.
These managers do not want team members who criticise others; any that do will be... er...Read more ›
Most recent customer reviews
Almost everyone will agree that professional firms must provide great service and terrific relationships to their clients. Read morePublished on 6 July 2004 by Donald Mitchell
Many books before this one have made the case for doing good business by treating people respectfully and in a trustworthy way. Read morePublished on 4 Feb. 2002 by Coert Visser