Accelerated best practice : implementing success in professional firms /

Accelerated best practice : implementing success in professional firms /

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Bibliographic Details
Author / Creator:Westwood, Fiona.
Imprint:Houndmills, Basingstoke, Hampshire ; New York, N.Y. : Palgrave Macmillan, 2004.
Description:xii, 214 p. : ill. ; 23 cm.
Language:English
Subject:
Professional corporations -- Management.
Success in business.
Career development.
Leadership.
Executive ability.
Career development.
Executive ability.
Leadership.
Professional corporations -- Management.
Success in business.
Format: Print Book
URL for this record:http://pi.lib.uchicago.edu/1001/cat/bib/5600910
Hidden Bibliographic Details
ISBN:1403933340 (cloth)
Notes:Includes bibliographical references (p. 207-208) and index.
Table of Contents:
  • Preface
  • Acknowledgements
  • About the Author
  • Chapter 1. Introduction
  • 1.1. Introduction
  • 1.2. Pressure to change
  • 1.3. What is the effect?
  • 1.4. Who is this book aimed at?
  • 1.5. What this book sets out to do
  • 1.6. How manageable are professionals?
  • 1.7. Implementation is the key to success
  • Conclusions
  • Key Action Points
  • Chapter 2. Achieving Best Practice
  • 2.1. Introduction
  • 2.2. The Model for Success
  • 2.3. How do we use it?
  • 2.4. Segment 1 Sustaining effective management and leadership
  • 2.4.1. The crucial importance of values
  • 2.4.2. How to identify our values?
  • 2.4.3. Developing trust
  • 2.4.4. Planning
  • 2.5. Segment 2 Maximising our resources
  • 2.5.1. Informed discussions
  • 2.5.2. The Resource Audit
  • 2.6. Segment 3 Building valuable client relationships
  • 2.6.1. Asking our clients
  • 2.6.2. Delighting the customer!
  • 2.7. Segment 4 Choosing the correct development option
  • 2.7.1. Strategic thinking
  • 2.7.2. What choices do we have?
  • 2.7.3. How are we going to get there?
  • 2.7.4. Putting it into practice
  • 2.8. Segment 5 Shaping up for success
  • 2.8.1. The correct structure?
  • 2.8.2. Shaping the skill base
  • 2.8.3. Does size matter?
  • 2.8.4. Moving through the partnership structure
  • 2.8.5. External structures
  • Conclusions
  • Key Action Points
  • Appendix. Business Plan Template
  • Chapter 3. Tackling Current Challenges
  • 3.1. Introduction
  • 3.2. Review of current professional trends
  • 3.2.1. Key changes in the past 10 years
  • 3.2.2. Strategic shifts for the professional sector
  • 3.3. Review of current management experts
  • 3.3.1. Knowledge Management - what it means in practice?
  • 3.3.2. Innovation instead of creativity
  • 3.3.3. Learning organisations
  • 3.3.4. Partnering - what we all should be doing
  • 3.3.5. Emotional Intelligence
  • 3.4. Where is professionalism going?
  • 3.5. What do professionals want?
  • 3.6. What do clients want?
  • 3.7. The importance of cross selling
  • 3.8. Dichotomies of managing continuous change
  • 3.9. Role of the outsider and objectivity
  • Conclusions
  • Key Action Points
  • Chapter 4. Sustaining Effective Leadership and Management
  • 4.1. Introduction
  • 4.2. What makes a good leader or manager?
  • 4.3. Inspire trust and build relationships
  • 4.3.1. Follow our instincts
  • 4.3.2. Develop and use shared values
  • 4.3.3. Keep using and reinforcing them
  • 4.4. Influencing without authority
  • 4.4.1. Be clear about what we want to achieve
  • 4.4.2. Identify and influence the influencers
  • 4.5. The impact of behaviour
  • 4.5.1. Reward good behaviour
  • 4.5.2. Deal with bad behaviour
  • 4.6. Managing conflict constructively
  • 4.6.1. Identify the sources of conflict
  • (a). Fight versus flight
  • (b). Making mistakes
  • (c). Underlying causes and tensions
  • 4.6.2. Tackle them and allow people to learn
  • 4.7. Ability to listen and communicate well
  • 4.7.1. The power of the story
  • 4.7.2. Learning to listen
  • 4.8. Solve problems and achieve solutions
  • 4.8.1. Plan ahead
  • 4.8.2. Achieve a win-win solution
  • 4.9. How to develop these abilities?
  • Conclusions
  • Key Action Points
  • Chapter 5. Maximising Our Resources
  • 5.1. Introduction
  • 5.2. Implementation is the key to success
  • 5.2.1. The key elements of implementation
  • 5.3. Time Audit
  • 5.3.1. Analysis
  • 5.3.2. Identification of bottlenecks and time stealers
  • 5.3.3. Tackle them
  • (a). Emails
  • (b). Meetings
  • 5.4. Focus on achieving results
  • 5.5. Speed, accuracy and consistency
  • 5.6. Risk management
  • 5.6.1. Managing stress
  • 5.6.2. Dealing with mistakes
  • 5.6.3. Client management
  • (a). Risk Assessment Analysis
  • (b). Risk Workload Analysis
  • 5.7. Right people in the right jobs
  • 5.7.1. Developing good people
  • Conclusions
  • Key Action Points
  • Chapter 6. Building Valuable Client Relationships
  • 6.1. Introduction
  • 6.2. Good versus exceptional
  • 6.3. What do clients value?
  • 6.3.1. Establish and agree clients' expectations
  • 6.3.2. Agree timescales, levels of service and costs
  • (a). Talking about money
  • 6.3.3. Develop and retain trust
  • 6.3.4. Be responsive to their needs
  • 6.3.5. Be good listeners
  • 6.3.6. Find proactive solutions to problems
  • 6.3.7. Deliver results not processes
  • 6.4. Implementing cross selling
  • 6.4.1. Educate our clients
  • 6.4.2. Hand holding is not a waste of time
  • 6.4.3. Make sure we reward cross selling
  • 6.5. Value-based selling to win new clients
  • 6.5.1. Winning pitches
  • (a). Contextualise what we do
  • (b). Listen to them
  • 6.5.2. Informal presentations
  • 6.5.3. The importance of stories
  • 6.6. Marketing and branding
  • Conclusions
  • Key Action Points
  • Chapter 7. Choosing the Correct Development Option
  • 7.1. Introduction
  • 7.2. Know what we want to achieve
  • 7.3. Stage 1 Market analysis
  • 7.3.1. Application to our own firm
  • 7.3.2. Use what clients want and value
  • 7.3.3. Focus on the long term
  • 7.4. Stage 2 Identifying and developing options
  • 7.4.1. Innovative thinking
  • 7.4.2. Expansion as an option?
  • 7.4.3. What do we need to be sure of?
  • 7.5. Stage 3 Selection and implementation
  • 7.5.1. Organic growth
  • 7.5.2. Accelerated growth
  • 7.5.3. Downsize
  • 7.5.4. Niche
  • 7.6. Market positioning
  • 7.7. Knowledge Management - knowing what we are good at
  • Conclusions
  • Key Action Points
  • Chapter 8. Shaping up for Success
  • 8.1. Introduction
  • 8.2. The correct structure revisited
  • 8.2.1. Emotional Intelligence and its effect on our shape
  • 8.2.2. Knowledge Management and its effect on our structure
  • 8.3. Flexibility and the ability to change
  • 8.3.1. Reward people
  • 8.3.2. Instil energy and innovation
  • 8.4. Mobility in the market
  • 8.4.1. Why is this happening?
  • 8.4.2. The problems caused
  • 8.4.3. What needs to be done
  • 8.4.4. Opportunities created?
  • 8.4.5. How to prevent it happening
  • 8.5. Shaping the skill base and sustaining success
  • 8.5.1. What makes a good partner?
  • 8.5.2. The selection process
  • 8.5.3. What do we need to do to make it?
  • Conclusions
  • Key Action Points
  • Appendix. Career Profile
  • Chapter 9. Putting it into Practice
  • 9.1. Introduction
  • 9.2. What skills do we need and how do we develop them?
  • 9.3. What does a successful firm actually do?
  • 9.4. Techniques and tools
  • 9.5. Flexible and adaptable
  • Conclusions
  • Key Action Points
  • Appendix. Detailed Action Plan
  • References
  • Index
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