Authors: David H. Maister
ISBN-13: 9780743223201, ISBN-10: 0743223209
Format: Paperback
Publisher: Simon & Schuster Adult Publishing Group
Date Published: June 2003
Edition: First Free Press Trade Paperback Edition
David H. Maister, one of the world's leading authorities on the management of professional service firms, is the author of several successful books, including Managing the Professional Service Firm, True Professionalism, and Practice What You Preach, and coauthor of The Trusted Advisor.
Are employee attitudes correlated with financial success? Yes! Firms perceived by their employees to actually practice what they preach are more financially successful than their competitors. Employee commitment causes improvement in financial performance.
Maister, a professional service consultant, surveyed 6,500 employees at 50 worldwide companies to evaluate the relationship between company financial performance and employee satisfaction and loyalty. He found a direct and dramatic correlation. Here, he offers detailed commentary from CEOs, managers and staffers, and analysis of the survey results. Bosses in all kinds of companies will benefit from his solid advice, which should be required reading for executives and upper level managers. (June) Copyright 2001 Cahners Business Information.
Introduction | 1 | |
How to Use This Book | 7 | |
1 | The Survey: Financial performance and employee attitude questions | 9 |
2 | Tramster: A Case Study: Trust, respect and integrity | 16 |
3 | How Successful Offices Did It: Enthusiastic, committed and dedicated people | 28 |
4 | Northport: A Case Study: The right combination of fun and discipline | 36 |
5 | Correlations with Financial Performance: An uncompromising determination to achieve excellence | 48 |
6 | Mustang Communications: A Case Study: Build your people and the rest will come | 53 |
7 | The Predictive Package: Nine attitudes that predict profits | 63 |
8 | Archipelago: A Case Study: The best management is one-on-one | 70 |
9 | The Path to Performance: The factors that cause financial performance | 77 |
10 | Tigrette: A Case Study: Talent doesn't outweigh personality | 85 |
11 | Firm or Office? What's Driving Things?: The individual manager is disproportionately influential | 94 |
12 | Mortimer Ransford: A Case Study: The Culture Cop: non-negotiable cultural minimums | 99 |
13 | The Effects of Office Size: Size makes things harder | 110 |
14 | Bellerephon: A Case Study: You've met Alice, haven't you? Essential human qualities | 113 |
15 | Age Levels: Your younger staff's views predict profits best! | 121 |
16 | Arkwright, Sutton: A Case Study: It's about relationships, stupid! Walk the halls! | 128 |
17 | Additional comparisons: Geography, lines of business and leverage | 136 |
18 | McLeary Advertising: A Case Study: Don't go home if someone else needs help | 142 |
19 | Julie's Perspective: Don't be afraid to live your values | 156 |
20 | Lessons: The Manager: What managers must be, believe and do | 160 |
21 | Lessons: Creating the Success Culture: Intolerance, requirements and community | 168 |
22 | Lessons: Developing People: Creating an energizing workplace | 176 |
23 | Lessons: Other Topics: Hiring, Training, Rewards and Clients | 184 |
24 | It's Not One or the Other, It's Both!: People development IS business development | 190 |
25 | The Courage to Manage: Strategy versus expediency. Do what you say you'll do | 193 |
App. 1: The Financial Performance Index | 203 | |
App. 2: The 74 Questions | 205 | |
App. 3: The Factors | 213 | |
App. 4: Impact of Improving on Each Question | 217 | |
App. 5: How the Top 20 Percent Offices Did It | 222 | |
App. 6: Correlations | 230 | |
App. 7: A Note on Structural Equation Modeling | 238 | |
References | 241 | |
Acknowledgments | 243 | |
Index | 245 | |
About the Author | 251 |