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Management of a professional firm requires a delicate balancing act between the demands of the client marketplace, the realities of the people marketplace (the market for staff), and the firm’s economic ambitions.

David H. Maister • Managing The Professional Service Firm

Without exception, one-firm firms are led (not managed) in a consensus-building style. All have (or have had) strong leaders who engage in extensive consultation before major decisions are taken.

David H. Maister • Managing The Professional Service Firm

M&L 23_11 The Definitive Guide to Leadership Development Executive Summary (1)

The guide highlights the need for effective leadership development, emphasizing human-centered skills, adaptability, and new behaviors that drive business success and organizational growth in today's complex work environment.

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these characteristics (customization and client contact) demand that the firm attract (and retain) highly skilled individuals.

David H. Maister • Managing The Professional Service Firm

Sari • Founder Opportunity Assessment

docs.google.com

Living, and thinking about it: two perspectives on life

The text explores two perspectives on well-being: the experiencing self and the remembering self, highlighting their differences, implications for measuring happiness, and the challenges in comparing well-being across cultures.

kahneman.scholar.princeton.edu

every aspect of a practice group’s affairs, from practice development to hiring, from economic structure to governance, will be affected by its relative positioning on this spectrum.

David H. Maister • Managing The Professional Service Firm

much larger client base exists for what I term Grey Hair approaches to practice. These types of client recognize that their problems have probably been faced and dealt with by other companies, require less complete customization, and are probably not crisis

David H. Maister • Managing The Professional Service Firm

Generalists

Paul Sturrock • 3 cards