Strategy and the Fat Smoker: Doing What's Obvious But Not Easy

by David H. Maister

We often (or even usually) know what we should be doing in both personal and professional life. We also know why we should be doing it and (often) how to do it. Figuring all that out is not too difficult. What is very hard is actually doing what you know to be good for you in the long-run, in spite of short-run temptations. The same is true for organizations. What is noteworthy is how similar (if not identical) most firms' strategies really provide outstanding client service, act like team players, provide a good place to work, invest in your future. No sensible firm (or person) would enunciate a strategy that advocated anything else. However, just because something is obvious does not make it easy. 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. This simple insight, if accepted, has profound implications for In 18 chapters, Maister explores the fat smoker syndrome and how individuals, managers and organizations can overcome the temptations of the short-term and actually do what they already know is good for them.

Genres: Business, Nonfiction, Leadership, Management, Personal Development, Self Help, Business Leadership

274 pages, Hardcover

First published January 1, 2008

About the author

David H. Maister is a renowned management thinker, author, and former Harvard Business School professor, widely regarded as a leading authority on professional service firms. Educated in mathematics, economics, statistics, operations research, and business, he began his career in academia, teaching and researching logistics, transportation, and operations management in Canada and at Harvard. He later left academic life to work full time as a consultant, advising professional organizations around the world. Maister is best known for influential books such as Managing the Professional Service Firm and The Trusted Advisor, co written with Charles H. Green and Robert M. Galford, which reshaped thinking around trust, leadership, and client relationships. Named among the world’s top business thinkers, his work consistently emphasizes passion, people, and principles as the true drivers of success. Maister argues that sustained performance depends on energizing people, living stated values, and mastering relationships, viewing human motivation and accountability as the only lasting competitive advantage in business and professional life.

Reviews

[Vladimir Mosin]

Книга очень простая и скорее воспринимается как цитатник из других книг автора(кросс сейл) и поддержка его персональной деятельности, для создания личного бреда. Прочитайте последнюю главу и решите, стоит ли читать книгу.

[Tamp_kh]

5-6 мыслей (не сильно оригинальных ни в изложении, ни в подходе) тщательно разжёвываются всю книгу, изредка разбавляясь примерами из жизни. Громкое название и совершенно никакое содержание.

[Manouane Beauchamp]

Livre intéressant qui réuni des réflexions à propos de la stratégie en entreprise.

[Robert Merrill]

This was recommended to me by one of our organization's leaders. I had previously read "Managing the Professional Services Firm" by David Maister and recall getting more from that earlier book.

[Emel]

I liked the concept a lot, and I liked the way that it was framed but found myself skimming a lot

[John]

An excellent, comprehensive take on strategy, and more importantly, organizational success for the long run.

[Jose]

Exceeded my expectations!

[Ash Moran]

I was disappointed with this. First off, the title is really misleading. It should actually be called "Strategy for the Professional Service Firm and the Fat Smoker". I really hoped to get from this some generally applicable strategies for taking steps towards business or personal goals. It's actually geared very specifically for the type of organisation David Maister specialises in.

Second, the subtitle, "Doing What's Obvious But Not Easy", is misleading. Most of the ideas are fundamentally counter-intuitive to a lot of business people. "Doing What's Obvious To People Who Have Read David Master But Not Easy" might be more accurate.

Parts 1 and 2 are better explained in Maister's other books, such as those co-authored with Charles green, eg The Trusted Advisor.

Part 3 (Management) is more useful. Why (Most) Training Is Useless is a concise explanation of why training is valuable only as a last step in organisational change. A Great Coach in Action is a detailed anecdote that explains points elsewhere in the book. And Accountability: Effective Managers Go First is similarly valuable. However, none of this explains the ideas as well as The Five Dysfunctions of a Team: A Leadership Fable.

I found the article The Trouble with Lawyers interesting as a description of a pathological case of mistrust, narcissism and risk-aversion in organisations. You can get that on the web though.

You might enjoy this if you've not read similar things on the topic. But overall, I recommend instead reading the other books I linked to here, Maverick!, which is a case study of an organisation that lives (coincidentally) by many of Maister's principles, and also It's Not Luck, which is a more rigorous look at organisational change.

[Brittany Podolak]

Not your everyday business book. David uses humor and real life examples to make the point that strategies can't be realized without a thoughtful change management plan. He emphasizes the point that behavior change in the workplace is no different than making/breaking habits in life and that you have to reach people on an emotional level to affect real change associated with game changing strategies.

[Dad]

A great book to work through with an eye toward helping others who struggle with the discipline to do what they already know they need to be doing. Very informative from a coaching point of view in terms of life coaching and working with churches

[Kristian Norling]

I did not expect it, but this book was a great read. This book theme is: It is hard to do what we say we want to do. This book explains why, what to do about it and what to consider. Especially liked the part on strategy!

[Alexander Lawson]

Do not be put off by the title. This book is quite perceptive and offers lessons for business and professional life.

[Jamie]

Great book filled with obvious advice and some advice grenades that might take awhile before they go off. Really enjoyed the concepts and the stories

[Alexander Rustad]

testest

[John]

Pretty good book, many fairly obvious statements, but a few gems.