David Maister's Business Masterclass http://davidmaister.com/podcasts// Sat, 21 Jan 2006 12:00:00 -0500 en-us StressLimitDesign podcast engine ℗ & © 2001-2012 David Maister Preeminent business author and global consultant David Maister presents this enhanced podcast series exploring the themes found in his new book Strategy and the Fat Smoker. Each episode is accompanied by a supplementary pdf discussing the related chapter from David's new book. David Maister's Business Masterclass: Strategy and the Fat Smoker Preeminent business author and global consultant David Maister presents this enhanced podcast series exploring the themes found in his new book Strategy and the Fat Smoker. Each episode is accompanied by a supplementary pdf discussing the related chapter from David's new book. David Maister no David Maister david@davidmaister.com David Maister's Business Masterclass http://davidmaister.com/images/feedFatSmoker144.jpg http://davidmaister.com/podcasts/ 144 144 david@davidmaister.com (David Maister) colin@stresslimitdesign.com (Colin Vernon) Passion, People and Principles - Chapter 19 http://davidmaister.com/7/ Wed, 10 Sep 2008 12:00:00 -0500 ebook summary of Chapter 19 david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/128 David Maister ebook summary of Chapter 19 ebook summary of Chapter 19 no Passion, People and Principles - Chapter 19 ebook summary of Chapter 19 Passion, People and Principles http://davidmaister.com/7/ Wed, 10 Sep 2008 12:00:00 -0500 This summative episode focuses on the importance of Passion, People and Principles for the individual professional as well as the entire firm. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/127 David Maister This summative episode focuses on the importance of Passion, People and Principles for the individual professional as well as the entire firm. This summative episode focuses on the importance of Passion, People and Principles for the individual professional as well as the entire firm. 00:08:27 no Passion, People and Principles This summative episode focuses on the importance of Passion, People and Principles for the individual professional as well as the entire firm. The Chief Executive’s Speech - Chapter 18 http://davidmaister.com/7/ Wed, 27 Aug 2008 12:00:00 -0500 Ebook summary of chapter 18 david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/126 David Maister Ebook summary of chapter 18 Ebook summary of chapter 18 no The Chief Executive’s Speech - Chapter 18 Ebook summary of chapter 18 The Chief Executive’s Speech http://davidmaister.com/7/ Wed, 27 Aug 2008 12:00:00 -0500 In this episode, we will examine a speech that was written for a newly titled CEO. We will see how these executives can take the first step in leading firm wide accountability and forward momentum. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/125 David Maister In this episode, we will examine a speech that was written for a newly titled CEO. We will see how these executives can take the first step in leading firm wide accountability and forward momentum. In this episode, we will examine a speech that was written for a newly titled CEO. We will see how these executives can take the first step in leading firm wide accountability and forward momentum. 00:14:00 no The Chief Executive’s Speech In this episode, we will examine a speech that was written for a newly titled CEO. We will see how these executives can take the first step in leading firm wide accountability and forward momentum. The Trouble with Lawyers - Chapter 17 http://davidmaister.com/7/ Wed, 13 Aug 2008 12:00:00 -0500 E book summary of Chapter 17 david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/124 David Maister E book summary of Chapter 17 E book summary of Chapter 17 no The Trouble with Lawyers - Chapter 17 E book summary of Chapter 17 The Trouble with Lawyers http://davidmaister.com/7/ Wed, 13 Aug 2008 12:00:00 -0500 What in law firm culture differentiates itself from virtually any other type of firm in the realms of management, collaboration and relationship building? In this episode, we explore what makes law firms different and what can be done to improve the s david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/123 David Maister What in law firm culture differentiates itself from virtually any other type of firm in the realms of management, collaboration and relationship building? In this episode, we explore what makes law firms different and what can be done to improve the s What in law firm culture differentiates itself from virtually any other type of firm in the realms of management, collaboration and relationship building? In this episode, we explore what makes law firms different and what can be done to improve the s 00:24:48 no The Trouble with Lawyers What in law firm culture differentiates itself from virtually any other type of firm in the realms of management, collaboration and relationship building? In this episode, we explore what makes law firms different and what can be done to improve the s Managing The Multidimensional Organization - Chapter 16 http://davidmaister.com/7/ Wed, 30 Jul 2008 12:00:00 -0500 ebook summary of chapter 16 david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/122 David Maister ebook summary of chapter 16 ebook summary of chapter 16 no Managing The Multidimensional Organization - Chapter 16 ebook summary of chapter 16 Managing The Multidimensional Organization http://davidmaister.com/7/ Wed, 30 Jul 2008 12:00:00 -0500 Internal collaboration becomes increasingly difficult as a firm grows and diversifies. We will look at some of the issues that come up and some possible solutions. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/121 David Maister Internal collaboration becomes increasingly difficult as a firm grows and diversifies. We will look at some of the issues that come up and some possible solutions. Internal collaboration becomes increasingly difficult as a firm grows and diversifies. We will look at some of the issues that come up and some possible solutions. 00:17:30 no Managing The Multidimensional Organization Internal collaboration becomes increasingly difficult as a firm grows and diversifies. We will look at some of the issues that come up and some possible solutions. The One-Firm Firm Revisited - Chapter 15 http://davidmaister.com/7/ Wed, 16 Jul 2008 12:00:00 -0500 Ebook summary of chapter 15 david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/120 David Maister Ebook summary of chapter 15 Ebook summary of chapter 15 no The One-Firm Firm Revisited - Chapter 15 Ebook summary of chapter 15 The One-Firm Firm Revisited http://davidmaister.com/7/ Wed, 16 Jul 2008 12:00:00 -0500 This episode revisits five firms named in a 1985 article entitled “The One-Firm Firm”. We will discuss the differences in these firms and the pertinence of the article 23 years on. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/119 David Maister This episode revisits five firms named in a 1985 article entitled “The One-Firm Firm”. We will discuss the differences in these firms and the pertinence of the article 23 years on. This episode revisits five firms named in a 1985 article entitled “The One-Firm Firm”. We will discuss the differences in these firms and the pertinence of the article 23 years on. 00:34:10 no The One-Firm Firm Revisited This episode revisits five firms named in a 1985 article entitled “The One-Firm Firm”. We will discuss the differences in these firms and the pertinence of the article 23 years on. Selecting A Leader: Do We Know What We Want? - Chapter 14 http://davidmaister.com/7/ Wed, 02 Jul 2008 12:00:00 -0500 E-book pdf summary of chapter 14 david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/118 David Maister E-book pdf summary of chapter 14 E-book pdf summary of chapter 14 no Selecting A Leader: Do We Know What We Want? - Chapter 14 E-book pdf summary of chapter 14 Selecting A Leader: Do We Know What We Want? http://davidmaister.com/7/ Wed, 02 Jul 2008 12:00:00 -0500 Often, the guidelines an organization sets for what it expected of its managers are unclear at best. This episode focuses on setting non-ambiguous, non-contradictory standards for selecting leaders. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/117 David Maister Often, the guidelines an organization sets for what it expected of its managers are unclear at best. This episode focuses on setting non-ambiguous, non-contradictory standards for selecting leaders. Often, the guidelines an organization sets for what it expected of its managers are unclear at best. This episode focuses on setting non-ambiguous, non-contradictory standards for selecting leaders. 00:14:45 no Selecting A Leader: Do We Know What We Want? Often, the guidelines an organization sets for what it expected of its managers are unclear at best. This episode focuses on setting non-ambiguous, non-contradictory standards for selecting leaders. Accountability: Effective Managers Go First - Chapter 13 http://davidmaister.com/7/ Wed, 18 Jun 2008 12:00:00 -0500 E-book pdf summary of chapter 13 david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/116 David Maister E-book pdf summary of chapter 13 E-book pdf summary of chapter 13 no Accountability: Effective Managers Go First - Chapter 13 E-book pdf summary of chapter 13 Accountability: Effective Managers Go First http://davidmaister.com/7/ Wed, 18 Jun 2008 12:00:00 -0500 Often, management neglects its own stake in the betterment of the organization as a whole. We will look into ways that managers can become accountable for their own work and improvement and serve as an example to the whole of the organization. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/115 David Maister Often, management neglects its own stake in the betterment of the organization as a whole. We will look into ways that managers can become accountable for their own work and improvement and serve as an example to the whole of the organization. Often, management neglects its own stake in the betterment of the organization as a whole. We will look into ways that managers can become accountable for their own work and improvement and serve as an example to the whole of the organization. 00:23:40 no Accountability: Effective Managers Go First Often, management neglects its own stake in the betterment of the organization as a whole. We will look into ways that managers can become accountable for their own work and improvement and serve as an example to the whole of the organization. A Great Coach in Action - Chapter 11 http://davidmaister.com/7/ Wed, 04 Jun 2008 12:00:00 -0500 E-book pdf summary of chapter 12 david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/114 David Maister E-book pdf summary of chapter 12 E-book pdf summary of chapter 12 no A Great Coach in Action - Chapter 11 E-book pdf summary of chapter 12 A Natural Manager http://davidmaister.com/7/ Wed, 04 Jun 2008 12:00:00 -0500 In this episode we will examine the intuitive managerial approach of Jerry Labbate and clarify the lessons you can take to maximize your managerial effectiveness. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/113 David Maister In this episode we will examine the intuitive managerial approach of Jerry Labbate and clarify the lessons you can take to maximize your managerial effectiveness. In this episode we will examine the intuitive managerial approach of Jerry Labbate and clarify the lessons you can take to maximize your managerial effectiveness. 00:17:42 no A Natural Manager In this episode we will examine the intuitive managerial approach of Jerry Labbate and clarify the lessons you can take to maximize your managerial effectiveness. A Great Coach in Action - Chapter 11 http://davidmaister.com/7/ Wed, 21 May 2008 12:00:00 -0500 E-book pdf summary of chapter 11 david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/112 David Maister E-book pdf summary of chapter 11 E-book pdf summary of chapter 11 no A Great Coach in Action - Chapter 11 E-book pdf summary of chapter 11 A Great Coach in Action http://davidmaister.com/7/ Wed, 21 May 2008 12:00:00 -0500 The key to great coaching lies in a persons ability get another to commit to goals on their own terms. This episode looks into ensuring that those in managerial roles have the attitudes, skills, and behaviors of a skilled coach. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/111 David Maister The key to great coaching lies in a persons ability get another to commit to goals on their own terms. This episode looks into ensuring that those in managerial roles have the attitudes, skills, and behaviors of a skilled coach. The key to great coaching lies in a persons ability get another to commit to goals on their own terms. This episode looks into ensuring that those in managerial roles have the attitudes, skills, and behaviors of a skilled coach. 00:24:22 no A Great Coach in Action The key to great coaching lies in a persons ability get another to commit to goals on their own terms. This episode looks into ensuring that those in managerial roles have the attitudes, skills, and behaviors of a skilled coach. Why Most Training is Useless - Chapter 10 http://davidmaister.com/7/ Wed, 07 May 2008 12:00:00 -0500 E-book pdf summary of chapter 10 david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/110 David Maister E-book pdf summary of chapter 10 E-book pdf summary of chapter 10 no Why Most Training is Useless - Chapter 10 E-book pdf summary of chapter 10 Why Most Training is Useless http://davidmaister.com/7/ Wed, 07 May 2008 12:00:00 -0500 Too often, companies look to training as a stand-alone solution for behavioral changes in their employees. However, training is a wonderful last step in a committed process towards a common goal, but an almost useless first step. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/109 David Maister Too often, companies look to training as a stand-alone solution for behavioral changes in their employees. However, training is a wonderful last step in a committed process towards a common goal, but an almost useless first step. Too often, companies look to training as a stand-alone solution for behavioral changes in their employees. However, training is a wonderful last step in a committed process towards a common goal, but an almost useless first step. 00:20:36 no Why Most Training is Useless Too often, companies look to training as a stand-alone solution for behavioral changes in their employees. However, training is a wonderful last step in a committed process towards a common goal, but an almost useless first step. Tyrants, Energizers and Cynics - Chapter 9 http://davidmaister.com/7/ Wed, 23 Apr 2008 12:00:00 -0500 E-book pdf summary of chapter 9. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/108 David Maister E-book pdf summary of chapter 9. E-book pdf summary of chapter 9. no Tyrants, Energizers and Cynics - Chapter 9 E-book pdf summary of chapter 9. Tyrants, Energizers and Cynics http://davidmaister.com/7/ Wed, 23 Apr 2008 12:00:00 -0500 With so many approaches an organization can take to management, only one of these approaches will, in the long run, produce enduring profitability and abundant business generation. Why are so few firms willing to invest the time? david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/107 David Maister With so many approaches an organization can take to management, only one of these approaches will, in the long run, produce enduring profitability and abundant business generation. Why are so few firms willing to invest the time? With so many approaches an organization can take to management, only one of these approaches will, in the long run, produce enduring profitability and abundant business generation. Why are so few firms willing to invest the time? 00:17:28 no Tyrants, Energizers and Cynics With so many approaches an organization can take to management, only one of these approaches will, in the long run, produce enduring profitability and abundant business generation. Why are so few firms willing to invest the time? Doing It for the Money - Chapter 8 http://davidmaister.com/7/ Wed, 09 Apr 2008 12:00:00 -0500 E-book pdf summary of chapter 8. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/106 David Maister E-book pdf summary of chapter 8. E-book pdf summary of chapter 8. no Doing It for the Money - Chapter 8 E-book pdf summary of chapter 8. Doing It for the Money http://davidmaister.com/7/ Wed, 09 Apr 2008 12:00:00 -0500 The basis for any successful marketing effort is the ability of the provider to convince the buyer that they are truly interested in them and are genuinely trying to help. This is however, rarely the focus of marketing discussions within any firm. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/105 David Maister The basis for any successful marketing effort is the ability of the provider to convince the buyer that they are truly interested in them and are genuinely trying to help. This is however, rarely the focus of marketing discussions within any firm. The basis for any successful marketing effort is the ability of the provider to convince the buyer that they are truly interested in them and are genuinely trying to help. This is however, rarely the focus of marketing discussions within any firm. 00:18:58 no Doing It for the Money The basis for any successful marketing effort is the ability of the provider to convince the buyer that they are truly interested in them and are genuinely trying to help. This is however, rarely the focus of marketing discussions within any firm. The Friendship Strategy - Chapter 7 http://davidmaister.com/7/ Wed, 26 Mar 2008 12:00:00 -0500 E-book pdf summary of chapter 7. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/104 David Maister E-book pdf summary of chapter 7. E-book pdf summary of chapter 7. no The Friendship Strategy - Chapter 7 E-book pdf summary of chapter 7. The Friendship Strategy http://davidmaister.com/7/ Wed, 26 Mar 2008 12:00:00 -0500 Trusting relationships in business are built on the same formulae as trusting relationships in personal life. We will look into some of the cues one can take from personal life to enhance ones professional standing. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/103 David Maister Trusting relationships in business are built on the same formulae as trusting relationships in personal life. We will look into some of the cues one can take from personal life to enhance ones professional standing. Trusting relationships in business are built on the same formulae as trusting relationships in personal life. We will look into some of the cues one can take from personal life to enhance ones professional standing. 00:20:48 no The Friendship Strategy Trusting relationships in business are built on the same formulae as trusting relationships in personal life. We will look into some of the cues one can take from personal life to enhance ones professional standing. Do You Really Want Relationships? - Chapter 6 http://davidmaister.com/7/ Wed, 12 Mar 2008 12:00:00 -0500 E-book pdf summary of chapter 6. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/102 David Maister E-book pdf summary of chapter 6. E-book pdf summary of chapter 6. no Do You Really Want Relationships? - Chapter 6 E-book pdf summary of chapter 6. Do You Really Want Relationships? http://davidmaister.com/7/ Wed, 12 Mar 2008 12:00:00 -0500 The Fat Smoker Syndrome, the inability to do the things we know will help us accomplish our long-term goals, finds no better illustration than in the area of client relations. We will look into different types of client relations and relative merits of david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/101 David Maister The Fat Smoker Syndrome, the inability to do the things we know will help us accomplish our long-term goals, finds no better illustration than in the area of client relations. We will look into different types of client relations and relative merits of The Fat Smoker Syndrome, the inability to do the things we know will help us accomplish our long-term goals, finds no better illustration than in the area of client relations. We will look into different types of client relations and relative merits of 00:27:22 no Do You Really Want Relationships? The Fat Smoker Syndrome, the inability to do the things we know will help us accomplish our long-term goals, finds no better illustration than in the area of client relations. We will look into different types of client relations and relative merits of What's Our Deal? - Chapter 4 http://davidmaister.com/7/ Wed, 27 Feb 2008 12:00:00 -0500 E-book pdf summary of chapter 5. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/100 David Maister E-book pdf summary of chapter 5. E-book pdf summary of chapter 5. no What's Our Deal? - Chapter 4 E-book pdf summary of chapter 5. What's Our Deal? http://davidmaister.com/7/ Wed, 27 Feb 2008 12:00:00 -0500 For any organization to achieve a unified, forward momentum, it must first have a solid set of rules and goals for its members to agree upon. We will discuss a number of integrating concepts aimed at getting all players on the same page. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/99 David Maister For any organization to achieve a unified, forward momentum, it must first have a solid set of rules and goals for its members to agree upon. We will discuss a number of integrating concepts aimed at getting all players on the same page. For any organization to achieve a unified, forward momentum, it must first have a solid set of rules and goals for its members to agree upon. We will discuss a number of integrating concepts aimed at getting all players on the same page. 00:25:36 no What's Our Deal? For any organization to achieve a unified, forward momentum, it must first have a solid set of rules and goals for its members to agree upon. We will discuss a number of integrating concepts aimed at getting all players on the same page. Are We In This Together? http://davidmaister.com/7/ Wed, 13 Feb 2008 12:00:00 -0500 Firm-wide strategy often assumes firm-wide consensus. However, it is rarely the case that all players within any given firm are team oriented. We will discuss some of the widely held player preferences and prescribe alternatives in dealing with them. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/97 David Maister Firm-wide strategy often assumes firm-wide consensus. However, it is rarely the case that all players within any given firm are team oriented. We will discuss some of the widely held player preferences and prescribe alternatives in dealing with them. Firm-wide strategy often assumes firm-wide consensus. However, it is rarely the case that all players within any given firm are team oriented. We will discuss some of the widely held player preferences and prescribe alternatives in dealing with them. 00:21:20 no Are We In This Together? Firm-wide strategy often assumes firm-wide consensus. However, it is rarely the case that all players within any given firm are team oriented. We will discuss some of the widely held player preferences and prescribe alternatives in dealing with them. Are We In This Together? - Chapter 4 http://davidmaister.com/7/ Wed, 06 Feb 2008 12:00:00 -0500 E-book pdf summary of chapter 4. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/98 David Maister E-book pdf summary of chapter 4. E-book pdf summary of chapter 4. no Are We In This Together? - Chapter 4 E-book pdf summary of chapter 4. It's Not How Good You Are, But How Much You Want It - Chapter 3 http://davidmaister.com/7/ Wed, 30 Jan 2008 12:00:00 -0500 E-book pdf summary of chapter 3. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/96 David Maister E-book pdf summary of chapter 3. E-book pdf summary of chapter 3. no It's Not How Good You Are, But How Much You Want It - Chapter 3 E-book pdf summary of chapter 3. It's Not How Good You Are, But How Much You Want It http://davidmaister.com/7/ Wed, 30 Jan 2008 12:00:00 -0500 A career path is rarely a series of logical steps towards resulting in an ultimate goal, but is more often a series of experiments seen through by the drive and determination to find the next challenge. We will explore this principle in this podcast. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/95 David Maister A career path is rarely a series of logical steps towards resulting in an ultimate goal, but is more often a series of experiments seen through by the drive and determination to find the next challenge. We will explore this principle in this podcast. A career path is rarely a series of logical steps towards resulting in an ultimate goal, but is more often a series of experiments seen through by the drive and determination to find the next challenge. We will explore this principle in this podcast. 00:16:46 no It's Not How Good You Are, But How Much You Want It A career path is rarely a series of logical steps towards resulting in an ultimate goal, but is more often a series of experiments seen through by the drive and determination to find the next challenge. We will explore this principle in this podcast. Strategy Means Saying No - Chapter 2 http://davidmaister.com/7/ Wed, 16 Jan 2008 12:00:00 -0500 E-book pdf summary of chapter 2. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/94 David Maister E-book pdf summary of chapter 2. E-book pdf summary of chapter 2. no Strategy Means Saying No - Chapter 2 E-book pdf summary of chapter 2. Strategy Means Saying No http://davidmaister.com/7/ Wed, 16 Jan 2008 12:00:00 -0500 One of the hardest things for a professional to do is to turn down work and everyone has an excuse as to why they shouldn’t. We will learn why the refusal of work that is contrary to your strategy is essential to building a distinguished and special david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/93 David Maister One of the hardest things for a professional to do is to turn down work and everyone has an excuse as to why they shouldn’t. We will learn why the refusal of work that is contrary to your strategy is essential to building a distinguished and special One of the hardest things for a professional to do is to turn down work and everyone has an excuse as to why they shouldn’t. We will learn why the refusal of work that is contrary to your strategy is essential to building a distinguished and special 00:17:14 no Strategy Means Saying No One of the hardest things for a professional to do is to turn down work and everyone has an excuse as to why they shouldn’t. We will learn why the refusal of work that is contrary to your strategy is essential to building a distinguished and special Strategy and the Fat Smoker - Chapter 1 http://davidmaister.com/7/ Wed, 02 Jan 2008 12:00:00 -0500 E-book pdf summary of chapter 1. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/91 David Maister E-book pdf summary of chapter 1. E-book pdf summary of chapter 1. no Strategy and the Fat Smoker - Chapter 1 E-book pdf summary of chapter 1. Strategy and the Fat Smoker http://davidmaister.com/7/ Wed, 02 Jan 2008 12:00:00 -0500 A strategy, like any other lifestyle altering decision, requires the discipline stick to the plan. Without this determination, most strategic planning is a complete waste of time. We will discuss the tools necessary to do what is obvious but not easy david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//7/ http://davidmaister.com/7/90 David Maister A strategy, like any other lifestyle altering decision, requires the discipline stick to the plan. Without this determination, most strategic planning is a complete waste of time. We will discuss the tools necessary to do what is obvious but not easy A strategy, like any other lifestyle altering decision, requires the discipline stick to the plan. Without this determination, most strategic planning is a complete waste of time. We will discuss the tools necessary to do what is obvious but not easy 00:19:08 no Strategy and the Fat Smoker A strategy, like any other lifestyle altering decision, requires the discipline stick to the plan. Without this determination, most strategic planning is a complete waste of time. We will discuss the tools necessary to do what is obvious but not easy Summary Proverb http://davidmaister.com/6/ Mon, 22 Oct 2007 12:00:00 -0500 We will close this series with a proverb that I use to conclude many of my seminars. It illustrates that what most businesses need, is not clarification on what is the right thing to do, but the courage to not give in to short term gratification. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/89 David Maister We will close this series with a proverb that I use to conclude many of my seminars. It illustrates that what most businesses need, is not clarification on what is the right thing to do, but the courage to not give in to short term gratification. We will close this series with a proverb that I use to conclude many of my seminars. It illustrates that what most businesses need, is not clarification on what is the right thing to do, but the courage to not give in to short term gratification. 00:02:46 no Summary Proverb We will close this series with a proverb that I use to conclude many of my seminars. It illustrates that what most businesses need, is not clarification on what is the right thing to do, but the courage to not give in to short term gratification. Earning a Relationsip http://davidmaister.com/6/ Mon, 08 Oct 2007 12:00:00 -0500 Everything in we want in life must be given to us by another human being. This being the case, a key question in the early stages of a relationship is, how do you get another human being to want to give these things to you? david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/88 David Maister Everything in we want in life must be given to us by another human being. This being the case, a key question in the early stages of a relationship is, how do you get another human being to want to give these things to you? Everything in we want in life must be given to us by another human being. This being the case, a key question in the early stages of a relationship is, how do you get another human being to want to give these things to you? 00:04:50 no Earning a Relationsip Everything in we want in life must be given to us by another human being. This being the case, a key question in the early stages of a relationship is, how do you get another human being to want to give these things to you? Dynamos http://davidmaister.com/6/ Mon, 24 Sep 2007 12:00:00 -0500 Professionals at any given time can be one of three things: dynamos, cruisers or losers. What are the percentages in your organization and how will you as a manager motivate and excite in order help under-performers and create dynamos? david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/87 David Maister Professionals at any given time can be one of three things: dynamos, cruisers or losers. What are the percentages in your organization and how will you as a manager motivate and excite in order help under-performers and create dynamos? Professionals at any given time can be one of three things: dynamos, cruisers or losers. What are the percentages in your organization and how will you as a manager motivate and excite in order help under-performers and create dynamos? 00:10:44 no Dynamos Professionals at any given time can be one of three things: dynamos, cruisers or losers. What are the percentages in your organization and how will you as a manager motivate and excite in order help under-performers and create dynamos? Think of Work http://davidmaister.com/6/ Mon, 10 Sep 2007 12:00:00 -0500 Marketing services that excite you to clients that you are interested in brings the odds of winning business significantly higher. However, this appears to be the route less taken in most professional lives. The question is, is this acceptable? david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/86 David Maister Marketing services that excite you to clients that you are interested in brings the odds of winning business significantly higher. However, this appears to be the route less taken in most professional lives. The question is, is this acceptable? Marketing services that excite you to clients that you are interested in brings the odds of winning business significantly higher. However, this appears to be the route less taken in most professional lives. The question is, is this acceptable? 00:09:58 no Think of Work Marketing services that excite you to clients that you are interested in brings the odds of winning business significantly higher. However, this appears to be the route less taken in most professional lives. The question is, is this acceptable? Getting Hired by New Clients http://davidmaister.com/6/ Mon, 27 Aug 2007 12:00:00 -0500 sides of the fence. We will discuss how to thwart this cycle at the root by demonstrating your capabilities first and building a reputation as a trustworthy provider. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/85 David Maister sides of the fence. We will discuss how to thwart this cycle at the root by demonstrating your capabilities first and building a reputation as a trustworthy provider. sides of the fence. We will discuss how to thwart this cycle at the root by demonstrating your capabilities first and building a reputation as a trustworthy provider. 00:15:32 no Getting Hired by New Clients sides of the fence. We will discuss how to thwart this cycle at the root by demonstrating your capabilities first and building a reputation as a trustworthy provider. Experts vs. Advisors http://davidmaister.com/6/ Mon, 13 Aug 2007 12:00:00 -0500 In the marketing of professional services, you can come across in one of two ways to the buyer. You are either interested in them, or you are interested in their cash. We will show why the former is the key to successful business marketing. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/84 David Maister In the marketing of professional services, you can come across in one of two ways to the buyer. You are either interested in them, or you are interested in their cash. We will show why the former is the key to successful business marketing. In the marketing of professional services, you can come across in one of two ways to the buyer. You are either interested in them, or you are interested in their cash. We will show why the former is the key to successful business marketing. 00:05:08 no Experts vs. Advisors In the marketing of professional services, you can come across in one of two ways to the buyer. You are either interested in them, or you are interested in their cash. We will show why the former is the key to successful business marketing. Marketing To Existing Clients http://davidmaister.com/6/ Mon, 30 Jul 2007 12:00:00 -0500 Most professional organizations spend the overwhelming majority of their non-billable, business generating hours on chasing new clients even though it has the least probable R.O.I. We will examine the alternatives and their relative effectiveness. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/83 David Maister Most professional organizations spend the overwhelming majority of their non-billable, business generating hours on chasing new clients even though it has the least probable R.O.I. We will examine the alternatives and their relative effectiveness. Most professional organizations spend the overwhelming majority of their non-billable, business generating hours on chasing new clients even though it has the least probable R.O.I. We will examine the alternatives and their relative effectiveness. 00:18:40 no Marketing To Existing Clients Most professional organizations spend the overwhelming majority of their non-billable, business generating hours on chasing new clients even though it has the least probable R.O.I. We will examine the alternatives and their relative effectiveness. Rules of Relationships http://davidmaister.com/6/ Mon, 23 Jul 2007 12:00:00 -0500 There is far more to building a relationship than the point of any given conversation and there is no “going through the motions” or baseline communications. Learn two of the most important aspects of communication in relationships. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/82 David Maister There is far more to building a relationship than the point of any given conversation and there is no “going through the motions” or baseline communications. Learn two of the most important aspects of communication in relationships. There is far more to building a relationship than the point of any given conversation and there is no “going through the motions” or baseline communications. Learn two of the most important aspects of communication in relationships. 00:04:42 no Rules of Relationships There is far more to building a relationship than the point of any given conversation and there is no “going through the motions” or baseline communications. Learn two of the most important aspects of communication in relationships. Romance and Sincerity http://davidmaister.com/6/ Mon, 16 Jul 2007 12:00:00 -0500 In business development it is too often the case that professional strive for the transaction in the short term and neglect the essential foundations for building a lasting business relationship. We will discuss two distinct mindsets for coming to mark david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/81 David Maister In business development it is too often the case that professional strive for the transaction in the short term and neglect the essential foundations for building a lasting business relationship. We will discuss two distinct mindsets for coming to mark In business development it is too often the case that professional strive for the transaction in the short term and neglect the essential foundations for building a lasting business relationship. We will discuss two distinct mindsets for coming to mark 00:05:50 no Romance and Sincerity In business development it is too often the case that professional strive for the transaction in the short term and neglect the essential foundations for building a lasting business relationship. We will discuss two distinct mindsets for coming to mark How We Buy http://davidmaister.com/6/ Mon, 09 Jul 2007 12:00:00 -0500 All marketing and selling questions boil down to one basic query: How do people buy? To learn the answer to this, one only needs to look as far as their own experience in buying to find that it’s not only about qualifications but also about trust. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/80 David Maister All marketing and selling questions boil down to one basic query: How do people buy? To learn the answer to this, one only needs to look as far as their own experience in buying to find that it’s not only about qualifications but also about trust. All marketing and selling questions boil down to one basic query: How do people buy? To learn the answer to this, one only needs to look as far as their own experience in buying to find that it’s not only about qualifications but also about trust. 00:08:22 no How We Buy All marketing and selling questions boil down to one basic query: How do people buy? To learn the answer to this, one only needs to look as far as their own experience in buying to find that it’s not only about qualifications but also about trust. What We Hate About Those People http://davidmaister.com/6/ Mon, 02 Jul 2007 12:00:00 -0500 Often times there is a degree of laziness in communication on the part of the professional that is incredibly alienating to the client. Learn a simple exercise that will help you better understand and fulfill your clients’ wants and needs. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/79 David Maister Often times there is a degree of laziness in communication on the part of the professional that is incredibly alienating to the client. Learn a simple exercise that will help you better understand and fulfill your clients’ wants and needs. Often times there is a degree of laziness in communication on the part of the professional that is incredibly alienating to the client. Learn a simple exercise that will help you better understand and fulfill your clients’ wants and needs. 00:06:08 no What We Hate About Those People Often times there is a degree of laziness in communication on the part of the professional that is incredibly alienating to the client. Learn a simple exercise that will help you better understand and fulfill your clients’ wants and needs. Where Should Marketing Time Go? http://davidmaister.com/6/ Mon, 25 Jun 2007 12:00:00 -0500 The standard marketing practice of proposals and assertions fails in respect to building relationships. We will discuss one of many tactics aimed at earning and deserving existing and new client business through demonstration rather than assertion. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/78 David Maister The standard marketing practice of proposals and assertions fails in respect to building relationships. We will discuss one of many tactics aimed at earning and deserving existing and new client business through demonstration rather than assertion. The standard marketing practice of proposals and assertions fails in respect to building relationships. We will discuss one of many tactics aimed at earning and deserving existing and new client business through demonstration rather than assertion. 00:09:38 no Where Should Marketing Time Go? The standard marketing practice of proposals and assertions fails in respect to building relationships. We will discuss one of many tactics aimed at earning and deserving existing and new client business through demonstration rather than assertion. Accountability http://davidmaister.com/6/ Mon, 18 Jun 2007 12:00:00 -0500 In order for the employees of an organization to raise their performance, those in managerial roles must first be held accountable for their own performance. We will discuss one way that this accountability could be installed inside an organization. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/77 David Maister In order for the employees of an organization to raise their performance, those in managerial roles must first be held accountable for their own performance. We will discuss one way that this accountability could be installed inside an organization. In order for the employees of an organization to raise their performance, those in managerial roles must first be held accountable for their own performance. We will discuss one way that this accountability could be installed inside an organization. 00:07:34 no Accountability In order for the employees of an organization to raise their performance, those in managerial roles must first be held accountable for their own performance. We will discuss one way that this accountability could be installed inside an organization. Managing Dad http://davidmaister.com/6/ Mon, 11 Jun 2007 12:00:00 -0500 Commonly used tactics in management such as performance appraisals, go against every rule of family life. In this episode, you will learn how the interpersonal, emotional, and psychological skills implemented in family interactions are the very same th david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/76 David Maister Commonly used tactics in management such as performance appraisals, go against every rule of family life. In this episode, you will learn how the interpersonal, emotional, and psychological skills implemented in family interactions are the very same th Commonly used tactics in management such as performance appraisals, go against every rule of family life. In this episode, you will learn how the interpersonal, emotional, and psychological skills implemented in family interactions are the very same th 00:05:10 no Managing Dad Commonly used tactics in management such as performance appraisals, go against every rule of family life. In this episode, you will learn how the interpersonal, emotional, and psychological skills implemented in family interactions are the very same th Using Language to Get What You Want http://davidmaister.com/6/ Mon, 04 Jun 2007 12:00:00 -0500 Careful attention to language and an understanding of the best way to present issues are key interpersonal skills. Listen to and learn from an example of phenomenal use of language. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/75 David Maister Careful attention to language and an understanding of the best way to present issues are key interpersonal skills. Listen to and learn from an example of phenomenal use of language. Careful attention to language and an understanding of the best way to present issues are key interpersonal skills. Listen to and learn from an example of phenomenal use of language. 00:05:06 no Using Language to Get What You Want Careful attention to language and an understanding of the best way to present issues are key interpersonal skills. Listen to and learn from an example of phenomenal use of language. Train a Pigeon http://davidmaister.com/6/ Mon, 28 May 2007 12:00:00 -0500 Getting another human being to fulfill their potential is a general process akin to the process of parenting or coaching. What are the steps to unleashing the true potential within an individual? david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/74 David Maister Getting another human being to fulfill their potential is a general process akin to the process of parenting or coaching. What are the steps to unleashing the true potential within an individual? Getting another human being to fulfill their potential is a general process akin to the process of parenting or coaching. What are the steps to unleashing the true potential within an individual? 00:09:48 no Train a Pigeon Getting another human being to fulfill their potential is a general process akin to the process of parenting or coaching. What are the steps to unleashing the true potential within an individual? Getting Others to Give You What You Want http://davidmaister.com/6/ Mon, 21 May 2007 12:00:00 -0500 Everything you want in life must be given to you by others. The key question in getting what you want is whether you engage with others as “them”, people you want something from, or as “us”, people who are part of a relationship with you. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/73 David Maister Everything you want in life must be given to you by others. The key question in getting what you want is whether you engage with others as “them”, people you want something from, or as “us”, people who are part of a relationship with you. Everything you want in life must be given to you by others. The key question in getting what you want is whether you engage with others as “them”, people you want something from, or as “us”, people who are part of a relationship with you. 00:05:12 no Getting Others to Give You What You Want Everything you want in life must be given to you by others. The key question in getting what you want is whether you engage with others as “them”, people you want something from, or as “us”, people who are part of a relationship with you. How Managers Should Spend Their Time http://davidmaister.com/6/ Mon, 14 May 2007 12:00:00 -0500 Often times, the coaching or managing role of a professional group leader is neglected in favor of revenue generation and client service. Learn the various reasons that this is a poor economic choice and ways to invest in and nurture the coaching role david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/72 David Maister Often times, the coaching or managing role of a professional group leader is neglected in favor of revenue generation and client service. Learn the various reasons that this is a poor economic choice and ways to invest in and nurture the coaching role Often times, the coaching or managing role of a professional group leader is neglected in favor of revenue generation and client service. Learn the various reasons that this is a poor economic choice and ways to invest in and nurture the coaching role 00:09:16 no How Managers Should Spend Their Time Often times, the coaching or managing role of a professional group leader is neglected in favor of revenue generation and client service. Learn the various reasons that this is a poor economic choice and ways to invest in and nurture the coaching role Excitement http://davidmaister.com/6/ Mon, 07 May 2007 12:00:00 -0500 Organizations accomplish their missions when the people who comprise that organization are excited and passionate about their work. Learn how to create this environment in your workplace. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/71 David Maister Organizations accomplish their missions when the people who comprise that organization are excited and passionate about their work. Learn how to create this environment in your workplace. Organizations accomplish their missions when the people who comprise that organization are excited and passionate about their work. Learn how to create this environment in your workplace. 00:06:06 no Excitement Organizations accomplish their missions when the people who comprise that organization are excited and passionate about their work. Learn how to create this environment in your workplace. Not Qualified to Manage http://davidmaister.com/6/ Mon, 30 Apr 2007 12:00:00 -0500 The main trait that qualifies a manager is not about intellect or rationality. The job of the manager is to build organizations that accomplish their mission through an ability to deal with people as people. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/70 David Maister The main trait that qualifies a manager is not about intellect or rationality. The job of the manager is to build organizations that accomplish their mission through an ability to deal with people as people. The main trait that qualifies a manager is not about intellect or rationality. The job of the manager is to build organizations that accomplish their mission through an ability to deal with people as people. 00:06:32 no Not Qualified to Manage The main trait that qualifies a manager is not about intellect or rationality. The job of the manager is to build organizations that accomplish their mission through an ability to deal with people as people. Managing Works http://davidmaister.com/6/ Mon, 23 Apr 2007 12:00:00 -0500 Motivating people to perform to their greatest potential is a multifaceted skill. Learn the traits, tactics, and dialect to be an effective manager. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/69 David Maister Motivating people to perform to their greatest potential is a multifaceted skill. Learn the traits, tactics, and dialect to be an effective manager. Motivating people to perform to their greatest potential is a multifaceted skill. Learn the traits, tactics, and dialect to be an effective manager. 00:15:40 no Managing Works Motivating people to perform to their greatest potential is a multifaceted skill. Learn the traits, tactics, and dialect to be an effective manager. The Fat Smoker http://davidmaister.com/6/ Mon, 16 Apr 2007 12:00:00 -0500 All companies know what they need to do to be successful. The trick is to have the determination and courage to not give into the temptation of short-term gains. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/68 David Maister All companies know what they need to do to be successful. The trick is to have the determination and courage to not give into the temptation of short-term gains. All companies know what they need to do to be successful. The trick is to have the determination and courage to not give into the temptation of short-term gains. 00:06:34 no The Fat Smoker All companies know what they need to do to be successful. The trick is to have the determination and courage to not give into the temptation of short-term gains. Survey Results http://davidmaister.com/6/ Mon, 09 Apr 2007 12:00:00 -0500 The goals of an organization are only attainable through the mobilization of the organization as a whole. How does your organization measure up? david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/67 David Maister The goals of an organization are only attainable through the mobilization of the organization as a whole. How does your organization measure up? The goals of an organization are only attainable through the mobilization of the organization as a whole. How does your organization measure up? 00:06:32 no Survey Results The goals of an organization are only attainable through the mobilization of the organization as a whole. How does your organization measure up? Strategy is Standards http://davidmaister.com/6/ Mon, 02 Apr 2007 12:00:00 -0500 In order to succeed, a professional firm must have values, principles and standards. These should not exist as goals or aspirations, but as solid bottom lines that the professionals within the firm must live up to. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/66 David Maister In order to succeed, a professional firm must have values, principles and standards. These should not exist as goals or aspirations, but as solid bottom lines that the professionals within the firm must live up to. In order to succeed, a professional firm must have values, principles and standards. These should not exist as goals or aspirations, but as solid bottom lines that the professionals within the firm must live up to. 00:04:08 no Strategy is Standards In order to succeed, a professional firm must have values, principles and standards. These should not exist as goals or aspirations, but as solid bottom lines that the professionals within the firm must live up to. Profit Formula http://davidmaister.com/6/ Mon, 26 Mar 2007 12:00:00 -0500 In business many factors lead to ultimate financial and business success. The challenge is to identify which factors tend to drive other factors and hence, where you really should start to launch the sequence that leads to ultimate profitability. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//6/ http://davidmaister.com/6/65 David Maister In business many factors lead to ultimate financial and business success. The challenge is to identify which factors tend to drive other factors and hence, where you really should start to launch the sequence that leads to ultimate profitability. In business many factors lead to ultimate financial and business success. The challenge is to identify which factors tend to drive other factors and hence, where you really should start to launch the sequence that leads to ultimate profitability. 00:07:56 no Profit Formula In business many factors lead to ultimate financial and business success. The challenge is to identify which factors tend to drive other factors and hence, where you really should start to launch the sequence that leads to ultimate profitability. Sustaining the Momentum http://davidmaister.com/5/ Mon, 12 Mar 2007 12:00:00 -0500 Burnout, the imposter syndrome and the motivation spiral are all key components in a loss of momentum. How does the high-flying professional maintain the momentum that has brought them to their esteemed position? david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/63 David Maister Burnout, the imposter syndrome and the motivation spiral are all key components in a loss of momentum. How does the high-flying professional maintain the momentum that has brought them to their esteemed position? Burnout, the imposter syndrome and the motivation spiral are all key components in a loss of momentum. How does the high-flying professional maintain the momentum that has brought them to their esteemed position? 00:15:52 no David Maister, business masterclass, trust, careers, professional development, career management, career development, trusted advisor, Sustaining the Momentum Burnout, the imposter syndrome and the motivation spiral are all key components in a loss of momentum. How does the high-flying professional maintain the momentum that has brought them to their esteemed position? Avoiding Procrastination http://davidmaister.com/5/ Mon, 05 Mar 2007 12:00:00 -0500 One of the most common plagues in professional life is procrastination. The key is: Don’t panic! Learn this and several other tools for dealing with this phenomenon. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/62 David Maister One of the most common plagues in professional life is procrastination. The key is: Don’t panic! Learn this and several other tools for dealing with this phenomenon. One of the most common plagues in professional life is procrastination. The key is: Don’t panic! Learn this and several other tools for dealing with this phenomenon. 00:15:42 no David Maister, Lessons I've Learned, trust, careers, professional development, career management, career development, trusted advisor, Avoiding Procrastination One of the most common plagues in professional life is procrastination. The key is: Don’t panic! Learn this and several other tools for dealing with this phenomenon. Self Promotion http://davidmaister.com/5/ Mon, 26 Feb 2007 12:00:00 -0500 Self-promoting and networking are sometimes the hardest thing for professionals to do. Learn tips and techniques to get past your resistance and tap into your potential for success in self-promotions in any context. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/61 David Maister Self-promoting and networking are sometimes the hardest thing for professionals to do. Learn tips and techniques to get past your resistance and tap into your potential for success in self-promotions in any context. Self-promoting and networking are sometimes the hardest thing for professionals to do. Learn tips and techniques to get past your resistance and tap into your potential for success in self-promotions in any context. 00:15:42 no meister, promotion, networking, david meister, lessons I've learned, self-promoting, self-promotion, cold calls Self Promotion Self-promoting and networking are sometimes the hardest thing for professionals to do. Learn tips and techniques to get past your resistance and tap into your potential for success in self-promotions in any context. What Kind of Provider Are You? http://davidmaister.com/5/ Mon, 19 Feb 2007 12:00:00 -0500 Over the course of your career development, what is it that you will be recognized for? Through the presentation of a conceptual model, learn four distinctive roles you can play on your path to greatness. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/60 David Maister Over the course of your career development, what is it that you will be recognized for? Through the presentation of a conceptual model, learn four distinctive roles you can play on your path to greatness. Over the course of your career development, what is it that you will be recognized for? Through the presentation of a conceptual model, learn four distinctive roles you can play on your path to greatness. 00:21:50 no David Meister, Lessons I've Learned, trust, careers, professional development, career management, career development, trusted advisor, What Kind of Provider Are You? Over the course of your career development, what is it that you will be recognized for? Through the presentation of a conceptual model, learn four distinctive roles you can play on your path to greatness. A Natural Manager http://davidmaister.com/5/ Mon, 12 Feb 2007 12:00:00 -0500 Learn crucial effective management lessons from the intuitive managerial approach of Jerry Labbate. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/59 David Maister Learn crucial effective management lessons from the intuitive managerial approach of Jerry Labbate. Learn crucial effective management lessons from the intuitive managerial approach of Jerry Labbate. 00:17:30 no David Meister, Lessons I've Learned, trust, careers, professional development, career management, career development, trusted advisor, A Natural Manager Learn crucial effective management lessons from the intuitive managerial approach of Jerry Labbate. Learning to Manage http://davidmaister.com/5/ Mon, 05 Feb 2007 12:00:00 -0500 Accepting the role of manager means accepting the responsibility not only for your own actions, but also for the actions of your entire organization. Learn the necessary skills to excite, energize, organize, and produce with your team. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/58 David Maister Accepting the role of manager means accepting the responsibility not only for your own actions, but also for the actions of your entire organization. Learn the necessary skills to excite, energize, organize, and produce with your team. Accepting the role of manager means accepting the responsibility not only for your own actions, but also for the actions of your entire organization. Learn the necessary skills to excite, energize, organize, and produce with your team. 00:13:53 no David Meister, Lessons I've Learned, trust, careers, professional development, career management, career development, trusted advisor, Learning to Manage Accepting the role of manager means accepting the responsibility not only for your own actions, but also for the actions of your entire organization. Learn the necessary skills to excite, energize, organize, and produce with your team. Managing Your Boss http://davidmaister.com/5/ Mon, 29 Jan 2007 12:00:00 -0500 How do you insure a proper understanding of the wants and needs of the client or boss who delegates the task at hand? Become skilled at RECEIVING the work assigned to you – and find the confidence to take the initiative to do the job right. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/57 David Maister How do you insure a proper understanding of the wants and needs of the client or boss who delegates the task at hand? Become skilled at RECEIVING the work assigned to you – and find the confidence to take the initiative to do the job right. How do you insure a proper understanding of the wants and needs of the client or boss who delegates the task at hand? Become skilled at RECEIVING the work assigned to you – and find the confidence to take the initiative to do the job right. 00:21:36 no David Meister, Lessons I've Learned, Arnoud Martens, James Cherkoff, Liz Zitzow, Shawn Callahan, Brendan Connelly, Kathleen DeFlippo Managing Your Boss How do you insure a proper understanding of the wants and needs of the client or boss who delegates the task at hand? Become skilled at RECEIVING the work assigned to you – and find the confidence to take the initiative to do the job right. Relationships and Romance http://davidmaister.com/5/ Mon, 22 Jan 2007 12:00:00 -0500 Building mutually beneficial, mutually supportive relationships is as important in business as it is in personal life. You can improve your relationships with the Six Rules of Romance. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/56 David Maister Building mutually beneficial, mutually supportive relationships is as important in business as it is in personal life. You can improve your relationships with the Six Rules of Romance. Building mutually beneficial, mutually supportive relationships is as important in business as it is in personal life. You can improve your relationships with the Six Rules of Romance. 00:21:14 no David Meister, Lessons I've Learned, trust, careers, professional development, career management, career development, trusted advisor, Relationships and Romance Building mutually beneficial, mutually supportive relationships is as important in business as it is in personal life. You can improve your relationships with the Six Rules of Romance. Earning Trust http://davidmaister.com/5/ Mon, 15 Jan 2007 12:00:00 -0500 How do you cultivate trust in the early stages of a business relationship? The key to being trusted is being truly trustworthy. Learn to master the four main components that convey trustworthiness. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/55 David Maister How do you cultivate trust in the early stages of a business relationship? The key to being trusted is being truly trustworthy. Learn to master the four main components that convey trustworthiness. How do you cultivate trust in the early stages of a business relationship? The key to being trusted is being truly trustworthy. Learn to master the four main components that convey trustworthiness. 00:16:02 no David Meister, Lessons I've Learned, trust, careers, professional development, career management, career development, trusted advisor, Earning Trust How do you cultivate trust in the early stages of a business relationship? The key to being trusted is being truly trustworthy. Learn to master the four main components that convey trustworthiness. Cultivate the Habits of Friendship http://davidmaister.com/5/ Mon, 08 Jan 2007 12:00:00 -0500 Developing your interpersonal skills can improve both your personal and professional life. It is never too early (or too late!) to learn how to earn and deserve trust. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/54 David Maister Developing your interpersonal skills can improve both your personal and professional life. It is never too early (or too late!) to learn how to earn and deserve trust. Developing your interpersonal skills can improve both your personal and professional life. It is never too early (or too late!) to learn how to earn and deserve trust. 00:20:24 no David Meister, Lessons I've Learned, business master class Cultivate the Habits of Friendship Developing your interpersonal skills can improve both your personal and professional life. It is never too early (or too late!) to learn how to earn and deserve trust. It's About Time http://davidmaister.com/5/ Mon, 18 Dec 2006 12:00:00 -0500 Learn powerful exercises to harness your most valuable professional asset: non-reimbursed time. To neglect your non-billable hours is to neglect your future. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/53 David Maister Learn powerful exercises to harness your most valuable professional asset: non-reimbursed time. To neglect your non-billable hours is to neglect your future. Learn powerful exercises to harness your most valuable professional asset: non-reimbursed time. To neglect your non-billable hours is to neglect your future. 00:17:50 no It's About Time Learn powerful exercises to harness your most valuable professional asset: non-reimbursed time. To neglect your non-billable hours is to neglect your future. Hows Your Asset? http://davidmaister.com/5/ Mon, 11 Dec 2006 12:00:00 -0500 Instead of just milking your existing job skills, here's how you can build new ones to increase your career opportunities. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/52 David Maister Instead of just milking your existing job skills, here's how you can build new ones to increase your career opportunities. Instead of just milking your existing job skills, here's how you can build new ones to increase your career opportunities. 00:22:10 no David Maister, Lesson's I've Learned, Business Master Class Hows Your Asset? Instead of just milking your existing job skills, here's how you can build new ones to increase your career opportunities. No Regrets http://davidmaister.com/5/ Mon, 04 Dec 2006 12:00:00 -0500 What does it take to insure a lifetime of fulfilling and exciting career choices? Learn how to coordinate your own Personal Strategic Plan. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/51 David Maister What does it take to insure a lifetime of fulfilling and exciting career choices? Learn how to coordinate your own Personal Strategic Plan. What does it take to insure a lifetime of fulfilling and exciting career choices? Learn how to coordinate your own Personal Strategic Plan. 00:15:42 no No Regrets What does it take to insure a lifetime of fulfilling and exciting career choices? Learn how to coordinate your own Personal Strategic Plan. David Maister interviews John Byrne, Executive Editor of BusinessWeek http://davidmaister.com/5/ Mon, 27 Nov 2006 12:00:00 -0500 John Byrne shares the lessons of his personal career trajectory from business journalist to Fast Company editor to Executive Editor of BusinessWeek, and discusses how managing a knowledge-based company is similar to running a professional business. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/50 David Maister John Byrne shares the lessons of his personal career trajectory from business journalist to Fast Company editor to Executive Editor of BusinessWeek, and discusses how managing a knowledge-based company is similar to running a professional business. John Byrne shares the lessons of his personal career trajectory from business journalist to Fast Company editor to Executive Editor of BusinessWeek, and discusses how managing a knowledge-based company is similar to running a professional business. 00:20:47 no David Maister, Lessons I've Learned, John Byrn, Jon Byrne David Maister interviews John Byrne, Executive Editor of BusinessWeek John Byrne shares the lessons of his personal career trajectory from business journalist to Fast Company editor to Executive Editor of BusinessWeek, and discusses how managing a knowledge-based company is similar to running a professional business. Are You Having Fun Yet? http://davidmaister.com/5/ Mon, 20 Nov 2006 12:00:00 -0500 Drive, engagement, and passion are more important than even talent to professional success but are often missing from professionals' lives. Learn how to increase the fun in your professional life in order to increase your career success. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/49 David Maister Drive, engagement, and passion are more important than even talent to professional success but are often missing from professionals' lives. Learn how to increase the fun in your professional life in order to increase your career success. Drive, engagement, and passion are more important than even talent to professional success but are often missing from professionals' lives. Learn how to increase the fun in your professional life in order to increase your career success. 00:15:44 no job satisfaction, job dissatisfaction, fun at work, job performance, dysfunctional workplace, career success, success, professional success, satisfaction, Are You Having Fun Yet? Drive, engagement, and passion are more important than even talent to professional success but are often missing from professionals' lives. Learn how to increase the fun in your professional life in order to increase your career success. Real Professionalism http://davidmaister.com/5/ Mon, 13 Nov 2006 12:00:00 -0500 What is the difference between a technician and a professional? David Maister pin-points the key attitudes and character traits that make the true professional in today's business world. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/48 David Maister What is the difference between a technician and a professional? David Maister pin-points the key attitudes and character traits that make the true professional in today's business world. What is the difference between a technician and a professional? David Maister pin-points the key attitudes and character traits that make the true professional in today's business world. 00:17:16 no Real Professionalism What is the difference between a technician and a professional? David Maister pin-points the key attitudes and character traits that make the true professional in today's business world. It's Not How Good You Are, But How Much You Want It http://davidmaister.com/5/ Wed, 08 Nov 2006 12:00:00 -0500 Business Masterclass host David Maister shares his insights into how his writing and consulting career came about and what those experiences taught him - along with specific takeaway lessons to make your career more exciting, fulfilling and successful david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//5/ http://davidmaister.com/5/47 David Maister Business Masterclass host David Maister shares his insights into how his writing and consulting career came about and what those experiences taught him - along with specific takeaway lessons to make your career more exciting, fulfilling and successful Business Masterclass host David Maister shares his insights into how his writing and consulting career came about and what those experiences taught him - along with specific takeaway lessons to make your career more exciting, fulfilling and successful 00:17:00 no It's Not How Good You Are, But How Much You Want It Business Masterclass host David Maister shares his insights into how his writing and consulting career came about and what those experiences taught him - along with specific takeaway lessons to make your career more exciting, fulfilling and successful The Courage to Manage http://davidmaister.com/4/ Mon, 16 Oct 2006 12:00:00 -0500 How does a manager get his or her operation to begin to behave strategically? What systems are needed and what personal behavior by the manager? david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//4/ http://davidmaister.com/4/46 David Maister How does a manager get his or her operation to begin to behave strategically? What systems are needed and what personal behavior by the manager? How does a manager get his or her operation to begin to behave strategically? What systems are needed and what personal behavior by the manager? 00:17:14 no The Courage to Manage How does a manager get his or her operation to begin to behave strategically? What systems are needed and what personal behavior by the manager? Ready, Set, Go: Fast-track Strategy http://davidmaister.com/4/ Mon, 09 Oct 2006 12:00:00 -0500 How can companies get started on operating strategically with a minimum of bureaucracy and planning? How to focus on the four key improvement areas of all sensible strategic plans. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//4/ http://davidmaister.com/4/45 David Maister How can companies get started on operating strategically with a minimum of bureaucracy and planning? How to focus on the four key improvement areas of all sensible strategic plans. How can companies get started on operating strategically with a minimum of bureaucracy and planning? How to focus on the four key improvement areas of all sensible strategic plans. 00:14:43 no Ready, Set, Go: Fast-track Strategy How can companies get started on operating strategically with a minimum of bureaucracy and planning? How to focus on the four key improvement areas of all sensible strategic plans. Competing through Organizational Functioning http://davidmaister.com/4/ Mon, 02 Oct 2006 12:00:00 -0500 Modern organizations often have complex structures with departments, industry teams, major account teams and geographic locations. How does a company ensure that these overlapping structures function smoothly together? david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//4/ http://davidmaister.com/4/44 David Maister Modern organizations often have complex structures with departments, industry teams, major account teams and geographic locations. How does a company ensure that these overlapping structures function smoothly together? Modern organizations often have complex structures with departments, industry teams, major account teams and geographic locations. How does a company ensure that these overlapping structures function smoothly together? 00:20:26 no Competing through Organizational Functioning Modern organizations often have complex structures with departments, industry teams, major account teams and geographic locations. How does a company ensure that these overlapping structures function smoothly together? More Things in More Places http://davidmaister.com/4/ Mon, 25 Sep 2006 12:00:00 -0500 What is the key ingredient in the successful implementation of any multidisciplinary and/or geographic expansion strategy? Expansion is not what you do in order to achieve excellence - it's what you are allowed to do after you have achieved it. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//4/ http://davidmaister.com/4/43 David Maister What is the key ingredient in the successful implementation of any multidisciplinary and/or geographic expansion strategy? Expansion is not what you do in order to achieve excellence - it's what you are allowed to do after you have achieved it. What is the key ingredient in the successful implementation of any multidisciplinary and/or geographic expansion strategy? Expansion is not what you do in order to achieve excellence - it's what you are allowed to do after you have achieved it. 00:22:36 no More Things in More Places What is the key ingredient in the successful implementation of any multidisciplinary and/or geographic expansion strategy? Expansion is not what you do in order to achieve excellence - it's what you are allowed to do after you have achieved it. Why Merge? http://davidmaister.com/4/ Mon, 18 Sep 2006 12:00:00 -0500 What are the separate goals that professional businesses seek in engaging in mergers? We identify a number of types of mergers and examine the pro's and con's of each of them. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//4/ http://davidmaister.com/4/42 David Maister What are the separate goals that professional businesses seek in engaging in mergers? We identify a number of types of mergers and examine the pro's and con's of each of them. What are the separate goals that professional businesses seek in engaging in mergers? We identify a number of types of mergers and examine the pro's and con's of each of them. 00:23:09 no Why Merge? What are the separate goals that professional businesses seek in engaging in mergers? We identify a number of types of mergers and examine the pro's and con's of each of them. Adapting to the Future - Whatever It Is... http://davidmaister.com/4/ Mon, 11 Sep 2006 12:00:00 -0500 How do you ensure that your firm is good at identifying emerging needs, examining them and devising responses? A set of managerial processes is described to ensure that an professional business can evolve along with its marketplace. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//4/ http://davidmaister.com/4/41 David Maister How do you ensure that your firm is good at identifying emerging needs, examining them and devising responses? A set of managerial processes is described to ensure that an professional business can evolve along with its marketplace. How do you ensure that your firm is good at identifying emerging needs, examining them and devising responses? A set of managerial processes is described to ensure that an professional business can evolve along with its marketplace. 00:17:42 no Adapting to the Future - Whatever It Is... How do you ensure that your firm is good at identifying emerging needs, examining them and devising responses? A set of managerial processes is described to ensure that an professional business can evolve along with its marketplace. Justifying the Company http://davidmaister.com/4/ Mon, 04 Sep 2006 12:00:00 -0500 In an organization where every decentralized operating unit is responsible for its own strategic plan, what is the role of the company itself? This seminar explores how to ensure that the company or firm acts as more than just a holding company. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//4/ http://davidmaister.com/4/40 David Maister In an organization where every decentralized operating unit is responsible for its own strategic plan, what is the role of the company itself? This seminar explores how to ensure that the company or firm acts as more than just a holding company. In an organization where every decentralized operating unit is responsible for its own strategic plan, what is the role of the company itself? This seminar explores how to ensure that the company or firm acts as more than just a holding company. 00:16:49 no Justifying the Company In an organization where every decentralized operating unit is responsible for its own strategic plan, what is the role of the company itself? This seminar explores how to ensure that the company or firm acts as more than just a holding company. Play Nice - Creating the Collaborative Firm http://davidmaister.com/4/ Mon, 28 Aug 2006 12:00:00 -0500 How do you get people in multiple disciplines, industries and offices to work for the good of the firm? A wide variety of approaches, ordered from high to low effectiveness are discussed. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//4/ http://davidmaister.com/4/39 David Maister How do you get people in multiple disciplines, industries and offices to work for the good of the firm? A wide variety of approaches, ordered from high to low effectiveness are discussed. How do you get people in multiple disciplines, industries and offices to work for the good of the firm? A wide variety of approaches, ordered from high to low effectiveness are discussed. 00:20:31 no Play Nice - Creating the Collaborative Firm How do you get people in multiple disciplines, industries and offices to work for the good of the firm? A wide variety of approaches, ordered from high to low effectiveness are discussed. The One Firm Firm http://davidmaister.com/4/ Mon, 21 Aug 2006 12:00:00 -0500 What do Goldman Sachs, McKinsey, Accenture, Latham and Watkins and Hewitt Associates have in common? A commitment to a model of professional business management which stresses teamwork, collaboration and and institutional loyalty. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//4/ http://davidmaister.com/4/38 David Maister What do Goldman Sachs, McKinsey, Accenture, Latham and Watkins and Hewitt Associates have in common? A commitment to a model of professional business management which stresses teamwork, collaboration and and institutional loyalty. What do Goldman Sachs, McKinsey, Accenture, Latham and Watkins and Hewitt Associates have in common? A commitment to a model of professional business management which stresses teamwork, collaboration and and institutional loyalty. 00:20:28 no The One Firm Firm What do Goldman Sachs, McKinsey, Accenture, Latham and Watkins and Hewitt Associates have in common? A commitment to a model of professional business management which stresses teamwork, collaboration and and institutional loyalty. Values in Action http://davidmaister.com/4/ Mon, 14 Aug 2006 12:00:00 -0500 Why don't most firms actually live up to the standards and values espoused in their mission statements? Because it's one thing to say you believe in something; it's another to be willing to be held accountable. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//4/ http://davidmaister.com/4/37 David Maister Why don't most firms actually live up to the standards and values espoused in their mission statements? Because it's one thing to say you believe in something; it's another to be willing to be held accountable. Why don't most firms actually live up to the standards and values espoused in their mission statements? Because it's one thing to say you believe in something; it's another to be willing to be held accountable. 00:16:51 no Values in Action Why don't most firms actually live up to the standards and values espoused in their mission statements? Because it's one thing to say you believe in something; it's another to be willing to be held accountable. Strategy Means Saying No http://davidmaister.com/4/ Mon, 07 Aug 2006 12:00:00 -0500 Why do most firms in an industry end up looking very similar, offering the same services to the same clients, stressing the same client benefits? Because they don't have the courage to accomplish true differentiation by saying no to off-strategy work. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//4/ http://davidmaister.com/4/35 David Maister Why do most firms in an industry end up looking very similar, offering the same services to the same clients, stressing the same client benefits? Because they don't have the courage to accomplish true differentiation by saying no to off-strategy work. Why do most firms in an industry end up looking very similar, offering the same services to the same clients, stressing the same client benefits? Because they don't have the courage to accomplish true differentiation by saying no to off-strategy work. 00:17:45 no no Strategy Means Saying No Why do most firms in an industry end up looking very similar, offering the same services to the same clients, stressing the same client benefits? Because they don't have the courage to accomplish true differentiation by saying no to off-strategy work. Practice What You Preach http://davidmaister.com/4/ Mon, 31 Jul 2006 12:00:00 -0500 What do the Most Successful Businesses in a 139-business, 15-country database do to achieve doubled margins and doubled growth rates? Appoint managers who know how to excite, enthuse and energize their people. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//4/ http://davidmaister.com/4/34 David Maister What do the Most Successful Businesses in a 139-business, 15-country database do to achieve doubled margins and doubled growth rates? Appoint managers who know how to excite, enthuse and energize their people. What do the Most Successful Businesses in a 139-business, 15-country database do to achieve doubled margins and doubled growth rates? Appoint managers who know how to excite, enthuse and energize their people. 00:15:09 no Practice What You Preach What do the Most Successful Businesses in a 139-business, 15-country database do to achieve doubled margins and doubled growth rates? Appoint managers who know how to excite, enthuse and energize their people. Strategy and the Fat Smoker http://davidmaister.com/4/ Mon, 24 Jul 2006 12:00:00 -0500 Why is Strategy Like Staying Fit? Because we know what to do, why to do it and how to do it, but still not everybody does the right things. Why strategy is more about developing resolve than is about analytical plans. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//4/ http://davidmaister.com/4/33 David Maister Why is Strategy Like Staying Fit? Because we know what to do, why to do it and how to do it, but still not everybody does the right things. Why strategy is more about developing resolve than is about analytical plans. Why is Strategy Like Staying Fit? Because we know what to do, why to do it and how to do it, but still not everybody does the right things. Why strategy is more about developing resolve than is about analytical plans. 00:19:50 no Strategy and the Fat Smoker Why is Strategy Like Staying Fit? Because we know what to do, why to do it and how to do it, but still not everybody does the right things. Why strategy is more about developing resolve than is about analytical plans. How to Create A Strategy http://davidmaister.com/4/ Sun, 16 Jul 2006 12:00:00 -0500 What is a Strategy and How Do You Develop One? This episode explains the sources of competitive advantage, and describes a process to be followed to identify a competitive strategy. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//4/ http://davidmaister.com/4/32 David Maister What is a Strategy and How Do You Develop One? This episode explains the sources of competitive advantage, and describes a process to be followed to identify a competitive strategy. What is a Strategy and How Do You Develop One? This episode explains the sources of competitive advantage, and describes a process to be followed to identify a competitive strategy. 00:14:55 no How to Create A Strategy What is a Strategy and How Do You Develop One? This episode explains the sources of competitive advantage, and describes a process to be followed to identify a competitive strategy. Why Bother? Summary and Review http://davidmaister.com/3/ Mon, 10 Jul 2006 12:00:00 -0500 Reviewing the podcast series, the final episode examines the reasons someone would want to perform the managerial role, and provides guidance to further reading on the subject. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//3/ http://davidmaister.com/3/31 David Maister Reviewing the podcast series, the final episode examines the reasons someone would want to perform the managerial role, and provides guidance to further reading on the subject. Reviewing the podcast series, the final episode examines the reasons someone would want to perform the managerial role, and provides guidance to further reading on the subject. 00:11:25 no Legacy, Emotional, interpersonal, Checklists, Further Reading Why Bother? Summary and Review Reviewing the podcast series, the final episode examines the reasons someone would want to perform the managerial role, and provides guidance to further reading on the subject. You Cannot Manage Through Pay Schemes http://davidmaister.com/3/ Mon, 03 Jul 2006 12:00:00 -0500 This episode debunks the commonly-held myth that formal performance evaluation systems and compensation schemes are the keys to managing professionals. It shows why pay schemes can, and usually do, backfire. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//3/ http://davidmaister.com/3/30 David Maister This episode debunks the commonly-held myth that formal performance evaluation systems and compensation schemes are the keys to managing professionals. It shows why pay schemes can, and usually do, backfire. This episode debunks the commonly-held myth that formal performance evaluation systems and compensation schemes are the keys to managing professionals. It shows why pay schemes can, and usually do, backfire. 00:21:30 no Performance Evaluation, compensation systems, Lockstep, pay for performance You Cannot Manage Through Pay Schemes This episode debunks the commonly-held myth that formal performance evaluation systems and compensation schemes are the keys to managing professionals. It shows why pay schemes can, and usually do, backfire. Develop Your Group's Rules of Membership http://davidmaister.com/3/ Mon, 26 Jun 2006 12:00:00 -0500 Groups function best when the group itself defines the rights and obligations that group members have to each other. This episode explains precisely how to accomplish that goal. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//3/ http://davidmaister.com/3/29 David Maister Groups function best when the group itself defines the rights and obligations that group members have to each other. This episode explains precisely how to accomplish that goal. Groups function best when the group itself defines the rights and obligations that group members have to each other. This episode explains precisely how to accomplish that goal. 00:27:32 no Responsibilities, Rights, Obligations, Accountability, Team Develop Your Group's Rules of Membership Groups function best when the group itself defines the rights and obligations that group members have to each other. This episode explains precisely how to accomplish that goal. Clarify Group Goals http://davidmaister.com/3/ Mon, 19 Jun 2006 12:00:00 -0500 This episode moves beyond the topic of managing individuals and examines the challenge of managing groups of professionals. It stresses that the goals and purpose of the group must be explicitly identified before you can do any other kind of managing. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//3/ http://davidmaister.com/3/28 David Maister This episode moves beyond the topic of managing individuals and examines the challenge of managing groups of professionals. It stresses that the goals and purpose of the group must be explicitly identified before you can do any other kind of managing. This episode moves beyond the topic of managing individuals and examines the challenge of managing groups of professionals. It stresses that the goals and purpose of the group must be explicitly identified before you can do any other kind of managing. 00:13:12 no Shared Goals, Values, Contribution, Purpose, Sharing Clarify Group Goals This episode moves beyond the topic of managing individuals and examines the challenge of managing groups of professionals. It stresses that the goals and purpose of the group must be explicitly identified before you can do any other kind of managing. Tackle Your Prima Donnas http://davidmaister.com/3/ Mon, 12 Jun 2006 12:00:00 -0500 In every professional environment there are people whose individual contribution is high, but who disrupt the performance of the team. This episode explores ways of minimizing the disruption and co-opting these people to the larger team goal. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//3/ http://davidmaister.com/3/27 David Maister In every professional environment there are people whose individual contribution is high, but who disrupt the performance of the team. This episode explores ways of minimizing the disruption and co-opting these people to the larger team goal. In every professional environment there are people whose individual contribution is high, but who disrupt the performance of the team. This episode explores ways of minimizing the disruption and co-opting these people to the larger team goal. 00:18:01 no Prima Donna, Diva, Gorilla, Confrontation, Disruption Tackle Your Prima Donnas In every professional environment there are people whose individual contribution is high, but who disrupt the performance of the team. This episode explores ways of minimizing the disruption and co-opting these people to the larger team goal. Help Underperformers http://davidmaister.com/3/ Mon, 05 Jun 2006 12:00:00 -0500 This episode stresses the key role of managers in helping to raise performance, not just monitor it. It examines the wide variety of reasons that lead individuals to underperform, and suggests practical ways to respond. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//3/ http://davidmaister.com/3/26 David Maister This episode stresses the key role of managers in helping to raise performance, not just monitor it. It examines the wide variety of reasons that lead individuals to underperform, and suggests practical ways to respond. This episode stresses the key role of managers in helping to raise performance, not just monitor it. It examines the wide variety of reasons that lead individuals to underperform, and suggests practical ways to respond. 00:16:12 no Burnout, counseling, support, Nurturing, Challenge Help Underperformers This episode stresses the key role of managers in helping to raise performance, not just monitor it. It examines the wide variety of reasons that lead individuals to underperform, and suggests practical ways to respond. Deal Differently With Different People http://davidmaister.com/3/ Mon, 29 May 2006 12:00:00 -0500 Using a model commonly applied in business discussions, this episode explains how you can get a head start in trying to understand how different people must be managed, and how to recognize the type of individual you are dealing with. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//3/ http://davidmaister.com/3/25 David Maister Using a model commonly applied in business discussions, this episode explains how you can get a head start in trying to understand how different people must be managed, and how to recognize the type of individual you are dealing with. Using a model commonly applied in business discussions, this episode explains how you can get a head start in trying to understand how different people must be managed, and how to recognize the type of individual you are dealing with. 00:20:56 no Commitment, Analytical, Amiable, Driver, Expressive Deal Differently With Different People Using a model commonly applied in business discussions, this episode explains how you can get a head start in trying to understand how different people must be managed, and how to recognize the type of individual you are dealing with. Motivating Professionals http://davidmaister.com/3/ Mon, 22 May 2006 12:00:00 -0500 Inviting listeners to reflect on what motivates them, this episode explores the factors that cause professionals in all walks of life to move from competence and compliance to excitement, enthusiasm and dedication. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//3/ http://davidmaister.com/3/24 David Maister Inviting listeners to reflect on what motivates them, this episode explores the factors that cause professionals in all walks of life to move from competence and compliance to excitement, enthusiasm and dedication. Inviting listeners to reflect on what motivates them, this episode explores the factors that cause professionals in all walks of life to move from competence and compliance to excitement, enthusiasm and dedication. 00:22:21 no Involvement, Commitment, Enthusiasm, Challenge, Imposter Motivating Professionals Inviting listeners to reflect on what motivates them, this episode explores the factors that cause professionals in all walks of life to move from competence and compliance to excitement, enthusiasm and dedication. What A Manager Must Be, Believe and Do http://davidmaister.com/3/ Mon, 15 May 2006 12:00:00 -0500 Based on statistical research in 13 countries, as well as in-depth case studies, David reports on the precise characteristics of managers who have created high-achievement teams. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//3/ http://davidmaister.com/3/23 David Maister Based on statistical research in 13 countries, as well as in-depth case studies, David reports on the precise characteristics of managers who have created high-achievement teams. Based on statistical research in 13 countries, as well as in-depth case studies, David reports on the precise characteristics of managers who have created high-achievement teams. 00:16:43 no Integrity, sincerity, Communication, Beliefs, Values What A Manager Must Be, Believe and Do Based on statistical research in 13 countries, as well as in-depth case studies, David reports on the precise characteristics of managers who have created high-achievement teams. The Management Strain http://davidmaister.com/3/ Mon, 08 May 2006 12:00:00 -0500 We continue examining the special attitudes and skills of a manager by looking at what makes the manager role different from being a top practitioner. As the title of the episode indicates, the role contains demands that do not appeal to everyone. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//3/ http://davidmaister.com/3/22 David Maister We continue examining the special attitudes and skills of a manager by looking at what makes the manager role different from being a top practitioner. As the title of the episode indicates, the role contains demands that do not appeal to everyone. We continue examining the special attitudes and skills of a manager by looking at what makes the manager role different from being a top practitioner. As the title of the episode indicates, the role contains demands that do not appeal to everyone. 00:24:32 no Managerial Role, Emotional Intelligence, self-control, Ambiguity The Management Strain We continue examining the special attitudes and skills of a manager by looking at what makes the manager role different from being a top practitioner. As the title of the episode indicates, the role contains demands that do not appeal to everyone. Why Should I Follow You? http://davidmaister.com/3/ Mon, 01 May 2006 12:00:00 -0500 This episode is the first in a sequence that examines the essential characteristics of an effective manager. Here we explore the importance of integrity, values, style and competence. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//3/ http://davidmaister.com/3/21 David Maister This episode is the first in a sequence that examines the essential characteristics of an effective manager. Here we explore the importance of integrity, values, style and competence. This episode is the first in a sequence that examines the essential characteristics of an effective manager. Here we explore the importance of integrity, values, style and competence. 00:17:37 no Integrity, Character, Values, Motives, Managerial Style Why Should I Follow You? This episode is the first in a sequence that examines the essential characteristics of an effective manager. Here we explore the importance of integrity, values, style and competence. How Managers Should Spend Their Time http://davidmaister.com/3/ Tue, 18 Apr 2006 12:00:00 -0500 This episode examines the most effective use of a manager's time, exploring the competing claims of financial administration, personal client work, business development, client relations and time with group members, formal and informal. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//3/ http://davidmaister.com/3/20 David Maister This episode examines the most effective use of a manager's time, exploring the competing claims of financial administration, personal client work, business development, client relations and time with group members, formal and informal. This episode examines the most effective use of a manager's time, exploring the competing claims of financial administration, personal client work, business development, client relations and time with group members, formal and informal. 00:19:59 no Financial Administration, Client Relations, Managing People, Group Leadership How Managers Should Spend Their Time This episode examines the most effective use of a manager's time, exploring the competing claims of financial administration, personal client work, business development, client relations and time with group members, formal and informal. A Great Coach in Action http://davidmaister.com/3/ Tue, 18 Apr 2006 12:00:00 -0500 Using his own experience as a young faculty member at the Harvard Business School, David describes in precise detail (and with precise language) how he was coached. The general lessons are then extracted from the story. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//3/ http://davidmaister.com/3/19 David Maister Using his own experience as a young faculty member at the Harvard Business School, David describes in precise detail (and with precise language) how he was coached. The general lessons are then extracted from the story. Using his own experience as a young faculty member at the Harvard Business School, David describes in precise detail (and with precise language) how he was coached. The general lessons are then extracted from the story. 00:25:59 no Coaching, Harvard Business School, Careers, Parenting, People Development A Great Coach in Action Using his own experience as a young faculty member at the Harvard Business School, David describes in precise detail (and with precise language) how he was coached. The general lessons are then extracted from the story. How Managers Add Value http://davidmaister.com/3/ Tue, 18 Apr 2006 12:00:00 -0500 What is the best way to think about the role of a manager in leading a group of professionals? How does a manager really make a difference to the performance of individual professionals and to the team? david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//3/ http://davidmaister.com/3/18 David Maister What is the best way to think about the role of a manager in leading a group of professionals? How does a manager really make a difference to the performance of individual professionals and to the team? What is the best way to think about the role of a manager in leading a group of professionals? How does a manager really make a difference to the performance of individual professionals and to the team? 00:18:31 no How Managers Add Value What is the best way to think about the role of a manager in leading a group of professionals? How does a manager really make a difference to the performance of individual professionals and to the team? A Natural Manager http://davidmaister.com/3/ Tue, 18 Apr 2006 12:00:00 -0500 The opening episode in this series describes how a 20-something manager of a personal training gym in Boston has discovered, and applies intuitively, many of the key principles in effectively managing professionals of all kinds. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//3/ http://davidmaister.com/3/17 David Maister The opening episode in this series describes how a 20-something manager of a personal training gym in Boston has discovered, and applies intuitively, many of the key principles in effectively managing professionals of all kinds. The opening episode in this series describes how a 20-something manager of a personal training gym in Boston has discovered, and applies intuitively, many of the key principles in effectively managing professionals of all kinds. 00:19:26 no Hiring, Manager, Standards, Training, Motivation A Natural Manager The opening episode in this series describes how a 20-something manager of a personal training gym in Boston has discovered, and applies intuitively, many of the key principles in effectively managing professionals of all kinds. Doing It for the Money http://davidmaister.com/2/ Mon, 03 Apr 2006 12:00:00 -0500 Effectively motivating a firm's employees in generating marketing and business development. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//2/ http://davidmaister.com/2/16 David Maister Effectively motivating a firm's employees in generating marketing and business development. Effectively motivating a firm's employees in generating marketing and business development. 00:17:11 no Motivation Employees Skills Incentive Confidence Business Generation Reward Systems Money Meaning Purpose Fulfillment Fun Doing It for the Money Effectively motivating a firm's employees in generating marketing and business development. Measuring Your Marketing Success http://davidmaister.com/2/ Mon, 27 Mar 2006 12:00:00 -0500 Effectively motivating a firm's employees to participate in marketing and business development. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//2/ http://davidmaister.com/2/15 David Maister Effectively motivating a firm's employees to participate in marketing and business development. Effectively motivating a firm's employees to participate in marketing and business development. 00:22:52 no Success Measurement Monitor Revenues Gross Indicators Tracking Caliber Income statement test Balance sheet Profitability Insecurity Business generation Realization rate Costing system Asset milking building Measuring Your Marketing Success Effectively motivating a firm's employees to participate in marketing and business development. Satisfaction Guaranteed http://davidmaister.com/2/ Mon, 20 Mar 2006 12:00:00 -0500 How to effectively nurture client relationships by guaranteeing satisfaction in work provided. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//2/ http://davidmaister.com/2/14 David Maister How to effectively nurture client relationships by guaranteeing satisfaction in work provided. How to effectively nurture client relationships by guaranteeing satisfaction in work provided. 00:19:22 no Satisfaction Guarantees Quality Fees Risk Results Client Credibility Unconditional guarantee Accomplishment Hold back system Billing systems Bills Worth Value billing environment Performance Satisfaction Guaranteed How to effectively nurture client relationships by guaranteeing satisfaction in work provided. Attracting New Clients http://davidmaister.com/2/ Mon, 13 Mar 2006 12:00:00 -0500 Evaluation and ranking of common individual marketing tactics for generating enquiries from new clients. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//2/ http://davidmaister.com/2/13 David Maister Evaluation and ranking of common individual marketing tactics for generating enquiries from new clients. Evaluation and ranking of common individual marketing tactics for generating enquiries from new clients. 00:20:58 no Attracting Prospects Non clients Inquiries Individual One to marketing Small scale seminars Speeches Articles Proprietary research Giving Demonstrating Attracting New Clients Evaluation and ranking of common individual marketing tactics for generating enquiries from new clients. How Clients Choose http://davidmaister.com/2/ Mon, 06 Mar 2006 12:00:00 -0500 Understanding the purchasing process from the new client's perspective. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//2/ http://davidmaister.com/2/12 David Maister Understanding the purchasing process from the new client's perspective. Understanding the purchasing process from the new client's perspective. 00:22:21 no Choices New clients Purchasing process Qualification Selection Hiring Judgment Risk Control Responsibility Convincing Insecure Skeptical Buying Exposed Threatened Trust Faith Earn How Clients Choose Understanding the purchasing process from the new client's perspective. Growing a Relationship http://davidmaister.com/2/ Mon, 27 Feb 2006 12:00:00 -0500 How to nurture and grow a long-term relationship. How to get hired without actually selling. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//2/ http://davidmaister.com/2/11 David Maister How to nurture and grow a long-term relationship. How to get hired without actually selling. How to nurture and grow a long-term relationship. How to get hired without actually selling. 00:20:04 no Relationship Nurturing Cross selling Services Benefit Merit Understanding Effective Efficient Joint projects Integrated selling services Demonstrate Availability Critique Client contact Impact Invest Strategy Analysis Effort Proactive Growing a Relationship How to nurture and grow a long-term relationship. How to get hired without actually selling. The Rules of Romance: Building Relationships http://davidmaister.com/2/ Mon, 20 Feb 2006 12:00:00 -0500 The interpersonal qualities and tactics needed to build successful relationships - in personal life and at work. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//2/ http://davidmaister.com/2/10 David Maister The interpersonal qualities and tactics needed to build successful relationships - in personal life and at work. The interpersonal qualities and tactics needed to build successful relationships - in personal life and at work. 00:20:06 no Romance Relationships Business Understanding Thoughtful Considerate Supportive Giving Investment Risk Illustrate Demonstrate Gestures Sincerity Contributions Preparedness Earn The Rules of Romance: Building Relationships The interpersonal qualities and tactics needed to build successful relationships - in personal life and at work. How to Give Advice http://davidmaister.com/2/ Mon, 13 Feb 2006 12:00:00 -0500 How to ensure your advice is accepted and acted upon; understanding peoples' feelings when giving and receiving advice. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//2/ http://davidmaister.com/2/9 David Maister How to ensure your advice is accepted and acted upon; understanding peoples' feelings when giving and receiving advice. How to ensure your advice is accepted and acted upon; understanding peoples' feelings when giving and receiving advice. 00:21:44 no Advice Advice giving Emotions Helpful Critiquing Critique Diagnosis Sensitivity Politics Personalities Risks Tact Skill Complications How to Give Advice How to ensure your advice is accepted and acted upon; understanding peoples' feelings when giving and receiving advice. The Trusted Advisor http://davidmaister.com/2/ Mon, 06 Feb 2006 12:00:00 -0500 What it takes for professionals to become trusted advisors for their clients. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//2/ http://davidmaister.com/2/8 David Maister What it takes for professionals to become trusted advisors for their clients. What it takes for professionals to become trusted advisors for their clients. 00:17:16 no Trust Respect Information Quality Benefits Trusted Advisor Advise Characteristics Understand Consistency Dependability Value Perspective Decisions Judgment Style Golden Rule Standards Traits Faith Motives The Trusted Advisor What it takes for professionals to become trusted advisors for their clients. Negotiating the Definition of Success http://davidmaister.com/2/ Mon, 30 Jan 2006 12:00:00 -0500 Understanding up-front what clients really want to achieve and how they will assess your work. The need to define 'success' between client and professional. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//2/ http://davidmaister.com/2/7 David Maister Understanding up-front what clients really want to achieve and how they will assess your work. The need to define 'success' between client and professional. Understanding up-front what clients really want to achieve and how they will assess your work. The need to define 'success' between client and professional. 00:17:09 no Negotiating Definition Success Super pleasing Miscommunication Misunderstanding Quality Conformance Requirements Goals Advice Negotiating the Definition of Success Understanding up-front what clients really want to achieve and how they will assess your work. The need to define 'success' between client and professional. Great Service http://davidmaister.com/2/ Tue, 24 Jan 2006 12:00:00 -0500 The tools, tips and tactics that create excellent client service and will lead to return business and new clients. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//2/ http://davidmaister.com/2/6 David Maister The tools, tips and tactics that create excellent client service and will lead to return business and new clients. The tools, tips and tactics that create excellent client service and will lead to return business and new clients. 00:17:36 no Quality Service Understanding Explanations Control Progress Access Availability Value Responsiveness Reliability Appreciation Importance Great Service The tools, tips and tactics that create excellent client service and will lead to return business and new clients. Listening to Clients http://davidmaister.com/2/ Mon, 23 Jan 2006 12:00:00 -0500 How you can gain a sharper competitive edge by being better at understanding how clients think - simply by asking them to talk to you. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//2/ http://davidmaister.com/2/5 David Maister How you can gain a sharper competitive edge by being better at understanding how clients think - simply by asking them to talk to you. How you can gain a sharper competitive edge by being better at understanding how clients think - simply by asking them to talk to you. 00:18:20 no Listening Competitive Advantage Competition Communication Needs Wants Information gathering Analysis Action Opportunities Evaluation Services Understanding Improvement Performance Listening to Clients How you can gain a sharper competitive edge by being better at understanding how clients think - simply by asking them to talk to you. Business Development http://davidmaister.com/2/ Sun, 22 Jan 2006 12:00:00 -0500 The five groups of activities needed for a balanced approach to building a business. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//2/ http://davidmaister.com/2/4 David Maister The five groups of activities needed for a balanced approach to building a business. The five groups of activities needed for a balanced approach to building a business. 00:14:23 no Broadcasting Leads Courting Super pleasing Satisfaction Nurturing Listening Business Development The five groups of activities needed for a balanced approach to building a business. Understanding Relationships and Transactions http://davidmaister.com/2/ Sat, 21 Jan 2006 12:00:00 -0500 The rewards of building trusting relationships with clients as opposed to taking a transactional view of marketing. david@davidmaister.com (David Maister) http://davidmaister.com/podcasts//2/ http://davidmaister.com/2/3 David Maister The rewards of building trusting relationships with clients as opposed to taking a transactional view of marketing. The rewards of building trusting relationships with clients as opposed to taking a transactional view of marketing. 00:24:47 no Trust Relationships Communication Commitment Transactions Obligation Patience Attitude Behavior Understanding Relationships and Transactions The rewards of building trusting relationships with clients as opposed to taking a transactional view of marketing.