
Managing the Professional Service Firm

FIGURE 4–1 Rate Your Engagement Experience
David H. Maister • Managing the Professional Service Firm
The strategy development task is not an exercise in forecasting. Rather, the goal is to create the responsive organization;
David H. Maister • Managing the Professional Service Firm
Amazingly, some firms do not track the profitability of their work engagement by engagement.
David H. Maister • Managing the Professional Service Firm
Broadcasting Courting Superpleasing Nurturing Listening.
David H. Maister • Managing the Professional Service Firm
(margin, productivity, or leverage).
David H. Maister • Managing the Professional Service Firm
Clients do not like to be taken for granted, and they expect their “suppliers” to invest visibly in the relationship to earn future business.
David H. Maister • Managing the Professional Service Firm
For the latter, a program of mandatory questionnaires is necessary.
David H. Maister • Managing the Professional Service Firm
- Profitability of work supervised 2. Client satisfaction on work supervised 3. Coaching on work supervised 4. Contributions to practice development 5. Contributions to the success of others 6. Personal growth (career strategy)
David H. Maister • Managing the Professional Service Firm
You should choose a date six months hence (or so) for the first questionnaires to go out,