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Suggest You - Lessons Learned at the Harvard Business School
We typically seek first to be understood; mostly, we do not listen with the intent to understand, we listen with the intent to reply. We are either speaking, or preparing to speak, filtering everything through our own eyeglasses and reading our life stories into other people’s lives.“I know exactly how you feel - let me tell you about my experience“ - constantly projecting our own movies onto other people’s behaviour. If we have a problem with someone - then that person just doesn’t understand. Sound familiar? But to understand another person, you have to listen to them, understand them. We are so filled with our own rightnes
The work of professional service firms depends exclusively on the talent and intelligence of the people delivering it. Good firms hire the absolute best people and develop them, motivate them, and build careers in which they'll stay committed to the profession and the fir
The due diligence study is done by investors or lenders to be certain that your company is operating properly and efficiently. The in depth due diligence study will uncover any accounting errors and any operational problems. After completing the due diligence study, the investors or lenders must be satisfied that they are invested money in a company that conducting its business in the best possible way. The due diligence study will review the following fifteen areas:1. Corporate records:• The company’s original articles of incorporation or articles of organization• By-Laws and minutes of any Board meetings,
Gabarro is on the faculty of the Leading Professional Service Firms program, an intensive, one-week executive education program taught twice a year at the Harvard Business School. Designed for leaders of professional service firms, the program focuses on management and marketing issues unique to these firms. Namely, the delicate balancing act of ensuring client satisfaction while also leading the firm's talent.
The program provides a forum for participants from around the world to apply the concepts and real case studies presented in the classroom to their own professional lives. Leading Professional Service Firms is intended for leaders of large and midsize organizations who are engaged in a wide range of professional services. These include: consulting, legal, accounting, architecture and engineering, marketing and advertising, venture capital, investment banking, IT services, computer software development, and technology systems integration.
"What separates professional service firms from other businesses is that the employees are their most important assets," says professor Jay Lorsch, faculty chair of the program. "Yet professionals in any field -- independent-minded, creative individuals -- can be difficult to manage."
Lorsch uses an old analogy that likens managing professionals to herding cats. He says while it's a funny image, it also touches the underlying anxiety some firm leaders express about managing and maximizing human resources.
"When their people get on the elevator at night, there's no guarantee they'll be back the next day," says Lorsch. "More than in any other industry, professional service firms must create an environment in which employees are constantly motivated and can effectively balance their commitment to the firm and to the client, as well as to themselves."
The Leading Professional Service Firm program is appropriate for all individuals who manage significant numbers of professionals and are responsible for delivering professional services. While specific titles vary depending on a firm's business and size, typical participants include:
CEOs;
Executive vice presidents;
Partners and principals;
Managing directors;
Office managers; and
Practice leaders.
"All of these people have very different backgrounds and skills -- clearly lawyers are not like software developers -- but they have a lot in common too," says Lorsch. "Fundamentally, professional service firm leaders grapple with the same kinds of management issues. It's reassuring for managers to know that their peers face similar sets of challenges."
The work of professional service firms depends exclusively on the talent and intelligence of the people delivering it. Good firms hire the absolute best people and develop them, motivate them, and build careers in which they'll stay committed to the profession and the firm
I'm a great people watcher and I've been observing other people's careers for the past 25 years. OK, maybe I should have spent more time concentrating on my own career and then perhaps I would have been more successful at work myself. But, hey, I'm happy, so what the hell!Based on this long and interesting period of observation, I feel confident in saying that the most important factor when it comes to being successful in the workplace is how much confidence you have. If you're the type of guy who wants to quietly sit in the corner working away, you'll probably never get anywhere no matter how good you are. If, on the other hand,
"What separates professional service firms from other businesses is that the employees are their most important assets," says professor Jay Lorsch, faculty chair of the program. "Yet professionals in any field -- independent-minded, creative individuals -- can be difficult to manage."
Lorsch uses an old analogy that likens managing professionals to herding cats. He says while it's a funny image, it also touches the underlying anxiety some firm leaders express about managing and maximizing human resources.
"When their people get on the elevator at night, there's no guarantee they'll be back the next day," says Lorsch. "More than in any other industry, professional service firms must create an environment in which employees are constantly motivated and can effectively balance their commitment to the firm and to the client, as well as to themselves."
The Leading Professional Service Firm program is appropriate for all individuals who manage significant numbers of professionals and are responsible for delivering professional services. While specific titles vary depending on a firm's business and size, typical participants include:
CEOs;
Executive vice presidents;
Partners and principals;
Managing directors;
Office managers; and
Practice leaders.
"All of these people have very different backgrounds and skills -- clearly lawyers are not like software developers -- but they have a lot in common too," says Lorsch. "Fundamentally, professional service firm leaders grapple with the same kinds of management issues. It's reassuring for managers to know that their peers face similar sets of challenges."
The work of professional service firms depends exclusively on the talent and intelligence of the people delivering it. Good firms hire the absolute best people and develop them, motivate them, and build careers in which they'll stay committed to the profession and the fir
The world is changing quickly with big rewards for innovators and creators of new value.When your system says ‘no’, ‘cannot’ or ‘won’t do it’, that’s a clue to open up for new possibilities and new approaches that add new value.Change ‘cannot’ into ‘How can we?’ Transform ‘no’ into ‘Let’s find a yes.’ Convert ‘won’t do it’ into ‘How should we make this happen?’It took days to communicate by mail, so fax machines crossed the divide. But fax machines were bound to a physical location. Now e-mail bridges the gap.Mothers can’t work and be close to their children? Day care in the workplace solved the problem.
Lorsch uses an old analogy that likens managing professionals to herding cats. He says while it's a funny image, it also touches the underlying anxiety some firm leaders express about managing and maximizing human resources.
"When their people get on the elevator at night, there's no guarantee they'll be back the next day," says Lorsch. "More than in any other industry, professional service firms must create an environment in which employees are constantly motivated and can effectively balance their commitment to the firm and to the client, as well as to themselves."
The Leading Professional Service Firm program is appropriate for all individuals who manage significant numbers of professionals and are responsible for delivering professional services. While specific titles vary depending on a firm's business and size, typical participants include:
CEOs;
Executive vice presidents;
Partners and principals;
Managing directors;
Office managers; and
Practice leaders.
"All of these people have very different backgrounds and skills -- clearly lawyers are not like software developers -- but they have a lot in common too," says Lorsch. "Fundamentally, professional service firm leaders grapple with the same kinds of management issues. It's reassuring for managers to know that their peers face similar sets of challenges."
The work of professional service firms depends exclusively on the talent and intelligence of the people delivering it. Good firms hire the absolute best people and develop them, motivate them, and build careers in which they'll stay committed to the profession and the fir
In today’s business world, with its connectivity and information flows, good employees are likely to be the targets of your competitors’ recruitment drives.Add to this the fact that in the knowledge economy, these employees provide your company with a competitive advantage, and you realise pretty quickly that you need them to be happy – but you already knew that didn’t you?The question then is how to keep them happy? Employees who are unhappy or who leave, present the company with a cost that is often far greater than imagined. Keeping them happy with more money, promotions, bigger offices, better located offices…(the list
The Leading Professional Service Firm program is appropriate for all individuals who manage significant numbers of professionals and are responsible for delivering professional services. While specific titles vary depending on a firm's business and size, typical participants include:
CEOs;
Executive vice presidents;
Partners and principals;
Managing directors;
Office managers; and
Practice leaders.
"All of these people have very different backgrounds and skills -- clearly lawyers are not like software developers -- but they have a lot in common too," says Lorsch. "Fundamentally, professional service firm leaders grapple with the same kinds of management issues. It's reassuring for managers to know that their peers face similar sets of challenges."
The work of professional service firms depends exclusively on the talent and intelligence of the people delivering it. Good firms hire the absolute best people and develop them, motivate them, and build careers in which they'll stay committed to the profession and the fir
Why not have an auction or raffle for your favorite charity or organization?? This organization could be your drill team, cheerleading group, prom committee, sophomore class, charitable organization, military organization, fraternity or any other group wishing to make money from a raffle or fundraiser of some sort. You can usually get special prices on items to use for auctions or raffles for non-profit organizations and clubs.Why would you have people in your organization wash cars for 6 hours in the hot sun trying to make money for your charity or fundraiser only to make $400 for the day!!
The work of professional service firms depends exclusively on the talent and intelligence of the people delivering it. Good firms hire the absolute best people and develop them, motivate them, and build careers in which they'll stay committed to the profession and the firm for a long period of time. They develop organizational practices that motivate these outstanding people to serve clients well. Getting this right is what we mean by alignment.
Leading Professional Service Firms concentrates on this concept of alignment -- the issues firm leaders need to resolve in order to create strong links between employees and the kinds of things that motivate them, the firm's strategy and the way the firm is organized to deliver the strategy.
The faculty are drawn from Harvard Business School's Organizational Behavior and Service Management groups and have expertise researching professional service industries, providing consulting services to major firms, and in some cases, heading firms themselves. The team includes Lorsch; Gabarro, an expert on human resources management; Tom DeLong, who studies strategy, organizational change, and globalization in professional service firms, and served as chief development officer of Morgan Stanley Group Inc.; and Ashish Nanda, who researches management issues and strategic alliances among professional service organizations, and formerly served as an executive with the Tata group of companies in India.
Candidates can submit an application online (www.exed.hbs.edu/programs/lpsf) or download an application online and mail or fax the form in. Applications are requested at least six weeks before the program start date. The admissions committee begins reviewing applications approximately three to four months prior, and qualified candidates are admitted on a rolling, space-available basis. Programs often fill to capacity, so early application is recommended.
Enrollment is limited to a select, qualified group of individuals in large and midsize firms who are in leadership positions, but sometimes professionals from small firms are accepted. Admission is selective and based on professional achievement and organizational responsibility. The $8,200 program fee covers tuition, books, case materials, accommodations and most meals.
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