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Atricle Dump - Lessons Learned at the Harvard Business School
“Survey suggests bosses not as likable as they think they are” Shanghai Daily, 24 April 2007A recent survey by 51job.com in China found that almost 60% of employees identified their supervisors as "order-issuing lovers" and another 18% referred to their bosses as "critics". In contrast, more than 82% of leaders considered themselves good leaders and friendly to their subordinates.The article suggests these contrasting perspectives are most pronounced in China with its traditional authoritarian culture and lack of flexibility in leadership styles. While that may be true, perhaps the statement "It's not easy for people to fi
Lorsch uses an old analogy that likens managing professionals to herding cats. He says while it's a funny image, it also touches the underlying anxiety some firm leaders express about managing and maximizing human resources.
"When their people get on the elevator at night, there's no guarantee t
Are you tired of scraping for resources day in and day out? Are you one of those who would like to have more than one job to be able to augment your family’s needs? Or are you just scouting for a little extra to pay for those wants? Then here are some tips that would surely earn you some bucks. Read on:1. This is an ancient rule but as was always said, make a list of your expenses. Too often, people just make budgets without realizing that they have to make a list of their ‘actual’ expenses, too. This would also teach you wise spending in the long run, as you would start to see where your bucks go. When you already know how
Gabarro is on the faculty of the Leading Professional Service Firms program, an intensive, one-week executive education program taught twice a year at the Harvard Business School. Designed for leaders of professional service firms, the program focuses on management and marketing issues unique to these firms. Namely, the delicate balancing act of ensuring client satisfaction while also leading the firm's talent.
The program provides a forum for participants from around the world to apply the concepts and real case studies presented in the classroom to their own professional lives. Leading Professional Service Firms is intended for leaders of large and midsize organizations who are engaged in a wide range of professional services. These include: consulting, legal, accounting, architecture and engineering, marketing and advertising, venture capital, investment banking, IT services, computer software development, and technology systems integration.
"What separates professional service firms from other businesses is that the employees are their most important assets," says professor Jay Lorsch, faculty chair of the program. "Yet professionals in any field -- independent-minded, creative individuals -- can be difficult to manage."
Lorsch uses an old analogy that likens managing professionals to herding cats. He says while it's a funny image, it also touches the underlying anxiety some firm leaders express about managing and maximizing human resources.
"When their people get on the elevator at night, there's no guarantee th
The first step in the selection of a good training course for Project Managers is to clearly understand the role of the Project Manager as it is understood today. Project Management is essentially concerned with a one time operation as opposed to an ongoing operation. The distinction is seen by many as being insignificant and this misconception leads to not only poor selection of Project Managers, but also for poor selection of training courses. The IT training field is experienced a period of rapid growth and change. The growing importance of Certification as a major benchmark of IT training and skill has led to the introduction of a my
The program provides a forum for participants from around the world to apply the concepts and real case studies presented in the classroom to their own professional lives. Leading Professional Service Firms is intended for leaders of large and midsize organizations who are engaged in a wide range of professional services. These include: consulting, legal, accounting, architecture and engineering, marketing and advertising, venture capital, investment banking, IT services, computer software development, and technology systems integration.
"What separates professional service firms from other businesses is that the employees are their most important assets," says professor Jay Lorsch, faculty chair of the program. "Yet professionals in any field -- independent-minded, creative individuals -- can be difficult to manage."
Lorsch uses an old analogy that likens managing professionals to herding cats. He says while it's a funny image, it also touches the underlying anxiety some firm leaders express about managing and maximizing human resources.
"When their people get on the elevator at night, there's no guarantee t
I stayed in an Orlando hotel suite for ten days. Breakfast was available in the concierge lounge each morning: oatmeal, bread with butter and jelly and an assortment of sliced melon.Each morning I looked for a banana to top off my oatmeal. Sliced melon, yes. But banana, no.On the third day I spoke to the staff in the lounge.‘You want a banana?’ she asked. ‘No problem. I’ll have one for you tomorrow.’The next morning, and every morning thereafter, she brought me a banana, usually keeping it hidden until I appeared. Occasionally another guest would see my special banana and look for another. But there were no mo
"What separates professional service firms from other businesses is that the employees are their most important assets," says professor Jay Lorsch, faculty chair of the program. "Yet professionals in any field -- independent-minded, creative individuals -- can be difficult to manage."
Lorsch uses an old analogy that likens managing professionals to herding cats. He says while it's a funny image, it also touches the underlying anxiety some firm leaders express about managing and maximizing human resources.
"When their people get on the elevator at night, there's no guarantee t
Sometimes stealing pays, especially if said stolen item is $24.99 or less and is stolen from Wal-Mart.Wal-Mart recently announced that it is changing its zero-tolerance rule when it comes to theft. Previously, Wal-Mart would prosecute anybody caught stealing from one of its stores - even if it was just a pack of gum. But, the zero-tolerance theft rule has now changed. Henceforth, prosecution happens only if an item stolen is worth $25 or more.It's all about economics. According to a J.P. Suarez, who is in charge of asset protection at the department store, "it was no longer efficient to prosecute petty shoplifters. If I hav
"What separates professional service firms from other businesses is that the employees are their most important assets," says professor Jay Lorsch, faculty chair of the program. "Yet professionals in any field -- independent-minded, creative individuals -- can be difficult to manage."
Lorsch uses an old analogy that likens managing professionals to herding cats. He says while it's a funny image, it also touches the underlying anxiety some firm leaders express about managing and maximizing human resources.
"When their people get on the elevator at night, there's no guarantee t
In previous articles, I've shared with you the value and importance of qualifying every lead you receive. Ideally, you'll have a lead generation system that helps you do this, but how exactly do you qualify leads?How you qualify leads is critical to lead quality. In my coaching programs, I share literally hundreds of ways to qualify business-to-business leads, too many to list here, but at least start by...Creating a profile of buyers -- You want to attract buyers not inquirers, those individuals who really purchase your solutions. Focus on these people first, because the key objective of lead generation is to st
Lorsch uses an old analogy that likens managing professionals to herding cats. He says while it's a funny image, it also touches the underlying anxiety some firm leaders express about managing and maximizing human resources.
"When their people get on the elevator at night, there's no guarantee they'll be back the next day," says Lorsch. "More than in any other industry, professional service firms must create an environment in which employees are constantly motivated and can effectively balance their commitment to the firm and to the client, as well as to themselves."
The Leading Professional Service Firm program is appropriate for all individuals who manage significant numbers of professionals and are responsible for delivering professional services. While specific titles vary depending on a firm's business and size, typical participants include:
CEOs;
Executive vice presidents;
Partners and principals;
Managing directors;
Office managers; and
Practice leaders.
"All of these people have very different backgrounds and skills -- clearly lawyers are not like software developers -- but they have a lot in common too," says Lorsch. "Fundamentally, professional service firm leaders grapple with the same kinds of management issues. It's reassuring for managers to know that their peers face similar sets of challenges."
The work of professional service firms depends exclusively on the talent and intelligence of the people delivering it. Good firms hire the absolute best people and develop them, motivate them, and build careers in which they'll stay committed to the profession and the firm for a long period of time. They develop organizati
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