David H. Maister





David H. Maister


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Average rating: 3.94 · 3,245 ratings · 217 reviews · 12 distinct worksSimilar authors
The Trusted Advisor

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3.86 avg rating — 1,777 ratings — published 2000 — 20 editions
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Managing The Professional S...

4.15 avg rating — 790 ratings — published 1993 — 11 editions
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True Professionalism: The C...

3.92 avg rating — 299 ratings — published 1997 — 12 editions
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Strategy and the Fat Smoker...

3.88 avg rating — 167 ratings — published 2008 — 3 editions
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First Among Equals: How to ...

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3.82 avg rating — 148 ratings — published 2002 — 10 editions
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Practice What You Preach: W...

4.07 avg rating — 56 ratings — published 2001 — 10 editions
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The Trusted Advisor

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it was amazing 5.00 avg rating — 2 ratings — published 2009
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Consilierul de încredere

4.50 avg rating — 2 ratings
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Zarządzanie firmą usług pro...

really liked it 4.00 avg rating — 2 ratings — published 1993
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De professionele adviseur

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3.50 avg rating — 2 ratings — published 1998
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“It is ironic that a business in which the serving of clients depends so heavily on interpersonal psychology should be peopled with those who believe in the exclusive power of technical mastery. And”
David H. Maister, The Trusted Advisor

“Reliability in this largely rational sense is the repeated experience of links between promises and action.”
David H. Maister, The Trusted Advisor

“WHAT IS IT?
The one-firm firm approach is not simply a loose term to describe a "culture." It refers to a set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other.
In 1985, the elements of the one-firm firm approach were given as:
•Highly selective recruitment
•A "grow your own" people strategy as opposed to heavy use of laterals, growing only as fast as people could be devel-1 oped and assimilated
•Intensive use of training as a socialization process
•Rejection of a "star system" and related individualistic behavior
•Avoidance of mergers, in order to sustain the collaborative culture
A set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other.
• Selective choice of services and markets, so as to win through significant investments in focused areas rather than many small initiatives
•Active outplacement and alumni management, so that those who leave remain loyal to the firm
•Compensation based mostly on group performance, not individual performance
•High investments in research and development
•Extensive intra-firm communication, with broad use of consensus-building approaches
The one-firm firm approach is similar in many ways to the U. S. Marine Corps (in which Jack Walker served). Both are designed to achieve the highest levels of internal collaboration and encourage mutual commitment to pursuing ambitious goals.”
David H. Maister, Strategy and the Fat Smoker; Doing What's Obvious But Not Easy



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