doing what’s obvious but not easy
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Doing What’s Obvious But Not Easy. David Maister talks about his new book, Strategy and the Fat Smoker. Webinar Information. This webinar system registers when you sign in, if you leave the screen, and when you sign out. - PowerPoint PPT PresentationTRANSCRIPT
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Doing What’s Doing What’s Obvious But Not EasyObvious But Not Easy
David Maister David Maister talks about his new book, talks about his new book,
Strategy and the Fat SmokerStrategy and the Fat Smoker
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Doing What’s Obvious But Not Doing What’s Obvious But Not EasyEasy
Contact InformationContact InformationDavid MaisterDavid Maister
90 Commonwealth Avenue90 Commonwealth AvenueBoston, MA 02116 USABoston, MA 02116 USA
Telephone: 617-262-5968Telephone: 617-262-5968Fax: 617-262-7907Fax: 617-262-7907
www.davidmaister.comwww.davidmaister.comdavid@[email protected]
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The Only Competitive The Only Competitive AdvantageAdvantage
DriveDrive DeterminationDetermination DisciplineDiscipline EnergyEnergy ExcitementExcitement EnthusiasmEnthusiasm EngagementEngagement PassionPassion AmbitionAmbition
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What Do We Know About What Do We Know About Successful Diet And Exercise Successful Diet And Exercise
Programs?Programs?1.1. Must Really want the benefitsMust Really want the benefits2.2. Must be able to resist temptationsMust be able to resist temptations3.3. Must be willing to defer gratificationMust be willing to defer gratification4.4. It’s about permanent change in lifestyle, not add-onsIt’s about permanent change in lifestyle, not add-ons5.5. Changing scorecardsChanging scorecards6.6. Leaders must be credible about being in it for the long haulLeaders must be credible about being in it for the long haul7.7. Principles more effective than tacticsPrinciples more effective than tactics8.8. People must get on or off the busPeople must get on or off the bus9.9. ““We are building Rome”We are building Rome”10.10. Celebrating minor triumphsCelebrating minor triumphs11.11. Making it a “game”Making it a “game”12.12. Strategy means saying “no”Strategy means saying “no”
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What Do We Need to What Do We Need to Overcome?Overcome?
Why Don’t We/They Do It Now?Why Don’t We/They Do It Now?SYSTEMSSYSTEMS
They view it as a long-term investment, and they’re too busy They view it as a long-term investment, and they’re too busy looking after immediate pressure.looking after immediate pressure.
They feel more accountability and pressure for other things; they They feel more accountability and pressure for other things; they intend or would like to do it, but they feel they don’t have the time intend or would like to do it, but they feel they don’t have the time to do it. to do it.
The people haven’t been given to support, tools or training to do it.The people haven’t been given to support, tools or training to do it. It’s viewed as discretionary, there are no consequences if they don’t It’s viewed as discretionary, there are no consequences if they don’t
do it.do it.
The people think the firm wants them to worry only about short-The people think the firm wants them to worry only about short-term, and not engage in long-term activities.term, and not engage in long-term activities.
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What Do We Need to What Do We Need to Overcome?Overcome?
Why Don’t We/They Do It Now?Why Don’t We/They Do It Now?SKILLSKILL Our people know what to do and, Our people know what to do and,
want to do it, they’re just not very want to do it, they’re just not very good at it.good at it.
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How Well Does Your Firm Measure Up How Well Does Your Firm Measure Up To These Behaviors And States of To These Behaviors And States of
Mind?Mind? New Challenges are eagerly, continuously sought out.New Challenges are eagerly, continuously sought out.
The firm and its people never rely on momentum for their success, The firm and its people never rely on momentum for their success, but are always seeking to build new capabilities.but are always seeking to build new capabilities.
Compared to key competitors, the people in the firm are Compared to key competitors, the people in the firm are distinguished by a superior, burning passion to get somewhere new.distinguished by a superior, burning passion to get somewhere new.
The firm emphasizes and requires adaptability, flexibility, and The firm emphasizes and requires adaptability, flexibility, and responsiveness as key virtues.responsiveness as key virtues.
The firm’s strategies are created through continued and repeated The firm’s strategies are created through continued and repeated experimentation.experimentation.
The firm is markedly superior in creating (not just hiring for) energy, The firm is markedly superior in creating (not just hiring for) energy, excitement, enthusiasm, drive, determination, passion, and ambition.excitement, enthusiasm, drive, determination, passion, and ambition.
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How Well Does Your Firm Measure Up How Well Does Your Firm Measure Up To These Behaviors And States of To These Behaviors And States of
Mind?Mind? Service offerings, locations, and operating units are repeatedly assessed Service offerings, locations, and operating units are repeatedly assessed
against these three key criteria: Do the people in the firm find this against these three key criteria: Do the people in the firm find this exciting? Are we making money? Are we doing something special that exciting? Are we making money? Are we doing something special that others are not doing?others are not doing?
There is a restless refusal to accept “It’s OK.” People never settle, never There is a restless refusal to accept “It’s OK.” People never settle, never give up, never coast.give up, never coast.
The firm sustains energy and investment actions both when things are The firm sustains energy and investment actions both when things are going badly and when things are going relatively well.going badly and when things are going relatively well.
The firm does not judge its performance by the levels of its The firm does not judge its performance by the levels of its accomplishments, but by the “relative incline”: whether or not it is accomplishments, but by the “relative incline”: whether or not it is improving relative to competitors on the characteristics it has chosen to improving relative to competitors on the characteristics it has chosen to compete on.compete on.
Management is held accountable for its ability to create and sustain drive, Management is held accountable for its ability to create and sustain drive, enthusiasm, passion, ambition, commitment, and excitement in the enthusiasm, passion, ambition, commitment, and excitement in the individual members and groups that make up the organization. Managers individual members and groups that make up the organization. Managers who cannot do this are replaced.who cannot do this are replaced.
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You, My ManagerYou, My Manager Encourage me to initiate tasks or projects I think are importantEncourage me to initiate tasks or projects I think are important
Are good at keeping down the level of politics and politickingAre good at keeping down the level of politics and politicking
Are more often encouraging than criticalAre more often encouraging than critical
Are fair in dealings with employeesAre fair in dealings with employees
Are consultative in your decision makingAre consultative in your decision making
Act more like a coach than a bossAct more like a coach than a boss
Are publicly generous with creditAre publicly generous with credit
Are effective in listeningAre effective in listening
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The Keys To A Great The Keys To A Great RelationshipRelationship
ConsiderateConsiderate UnderstandingUnderstanding RespectfulRespectful SupportiveSupportive EmpatheticEmpathetic
SympatheticSympathetic SensitiveSensitive DependableDependable ResponsiveResponsive AppreciativeAppreciative
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Expert Or Advisor?Expert Or Advisor?EXPERTEXPERT ADVISORADVISOR
Goal is to be rightGoal is to be right Goal is to helpGoal is to help
Provides answersProvides answers Provides understanding, Provides understanding, reasoning, insightreasoning, insight
Solves problemSolves problem Helps clients make own decisionsHelps clients make own decisions
In charge / in controlIn charge / in control An aide to the principalAn aide to the principal
Deals with logicDeals with logic Deals with logic and clients’ Deals with logic and clients’ emotions and psychologyemotions and psychology
DecidesDecides ProposesProposesWorks out contact with client Works out contact with client (except at beginning and end(except at beginning and end
Teams with client throughout Teams with client throughout processprocess
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Are We In This Together?Are We In This Together?Likes being Likes being interdependeinterdependentnt
Wolf PackWolf Pack Human Human CivilizationCivilization
Prefers to be Prefers to be independent independent performanceperformance
Mountain Mountain LionsLions
Spider / Spider / BeaverBeaver
Emphasis on Emphasis on Short-term Short-term gratification:gratification:
Willing to Willing to invest/defer current invest/defer current income today to income today to get somewhere get somewhere new tomorrownew tomorrow
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You, My ManagerYou, My Manager Act and live by the principles you advocateAct and live by the principles you advocate
Act as a role model that people want to copyAct as a role model that people want to copy
Are a person of integrityAre a person of integrity
Enforce the company valuesEnforce the company values
Are a “part of the team” as opposed to being the boss, Are a “part of the team” as opposed to being the boss, separate and detachedseparate and detached
Cause me to stretch for performance goalsCause me to stretch for performance goals
Are concerned about long-term issues, not just short-term Are concerned about long-term issues, not just short-term profitsprofits
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You, My ManagerYou, My Manager Provide constructive feedback that helps me improve my Provide constructive feedback that helps me improve my
performanceperformance
Are a source of creative ideas about our businessAre a source of creative ideas about our business
Help me to grow and developHelp me to grow and develop
Make me feel that I am a member of a well-functioning teamMake me feel that I am a member of a well-functioning team
Emphasize cooperation as opposed to competitiveness between Emphasize cooperation as opposed to competitiveness between work groupswork groups
Are prompt in dealing with underperformance and underperformersAre prompt in dealing with underperformance and underperformers
Keep me informed about the things I need to know to perform my Keep me informed about the things I need to know to perform my role properlyrole properly
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The Only Competitive The Only Competitive AdvantageAdvantage
DriveDrive DeterminationDetermination DisciplineDiscipline EnergyEnergy ExcitementExcitement EnthusiasmEnthusiasm EngagementEngagement PassionPassion AmbitionAmbition
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What Do We Need to What Do We Need to Overcome?Overcome?
Why Don’t We/They Do It Now?Why Don’t We/They Do It Now?ATTITUDEATTITUDE
It’s not “valued” by their peers: the culture doesn’t It’s not “valued” by their peers: the culture doesn’t reinforce this. reinforce this.
Our people don’t want to do it. They are more comfortable Our people don’t want to do it. They are more comfortable on technical topics, and not comfortable with interpersonal on technical topics, and not comfortable with interpersonal issues.issues.
There is no perceived competitive pressure or threat in this There is no perceived competitive pressure or threat in this area.area.
People view it as an optional choice (to be used if and when People view it as an optional choice (to be used if and when convenient.convenient.
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What Do We Need to What Do We Need to Overcome?Overcome?
Why Don’t We/They Do It Now?Why Don’t We/They Do It Now?KNOWLEDGEKNOWLEDGE Our people don’t understand why it’s Our people don’t understand why it’s
important.important. Our people don’t know how to do it.Our people don’t know how to do it.
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The One-Firm Firm The One-Firm Firm PrinciplesPrinciples
Highly selective recruitmentHighly selective recruitment
A “grow your own” people strategy as opposed to heavy use of laterals, growing only as A “grow your own” people strategy as opposed to heavy use of laterals, growing only as fast as people could be developed and assimilatedfast as people could be developed and assimilated
Intensive use of training as a socialization processIntensive use of training as a socialization process
Rejection of a “star system” and related individualistic behaviorRejection of a “star system” and related individualistic behavior
Avoidance of mergers, in order to sustain the collaborative cultureAvoidance of mergers, in order to sustain the collaborative culture
Selective choice of services and markets, so as to win through significant investments in Selective choice of services and markets, so as to win through significant investments in focused areas rather than many small initiativesfocused areas rather than many small initiatives
Active outplacement and alumni management, so that those who leave remain loyal to Active outplacement and alumni management, so that those who leave remain loyal to the firmthe firm
Compensation based mostly on group performance, not individual performanceCompensation based mostly on group performance, not individual performance
High investments in research and developmentHigh investments in research and development
Extensive intra-firm communication, with broad use of consensus-building approachesExtensive intra-firm communication, with broad use of consensus-building approaches
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Doing What’s Obvious But Not Doing What’s Obvious But Not EasyEasy
Contact InformationContact InformationDavid MaisterDavid Maister
90 Commonwealth Avenue90 Commonwealth AvenueBoston, MA 02116 USABoston, MA 02116 USA
Telephone: 617-262-5968Telephone: 617-262-5968Fax: 617-262-7907Fax: 617-262-7907
www.davidmaister.comwww.davidmaister.comdavid@[email protected]
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