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 notewWe 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 are: 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 forHow organizations should think about strategy How they should think about clients, marketing and selling and How they should think about management. 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....
|Title||:||Strategy and the Fat Smoker: Doing What's Obvious But Not Easy|
|Number of Pages||:||275 Pages|
|Status||:||Available For Download|
|Last checked||:||21 Minutes ago!|
Strategy and the Fat Smoker: Doing What's Obvious But Not Easy Reviews
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.
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.
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
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!
Do not be put off by the title. This book is quite perceptive and offers lessons for business and professional life.
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