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| Acknowledgments | xi | |
| Introduction: The Power of Principles | 1 | |
| Part 1 | (Mostly) About You | |
| 1. | Real Professionalism: What is professionalism, and how do you manage in order to breed it? | 15 |
| 2. | Are You Having Fun Yet?: What is the role of excitement and enthusiasm in professional success? | 23 |
| 3. | No Regrets: How do you develop a personal career strategy? | 30 |
| 4. | Dynamos, Cruisers, and Losers: How do you keep your career in high gear? How do you tell if it is? | 38 |
| 5. | It's About Time: What are the key business processes of a professional practice, and how do you manage your investments in these areas? | 46 |
| 6. | Are You Willing to Be Managed?: How can management in a professional environment be reconciled with the need for autonomy? | 56 |
| 7. | Why Should I Follow You?: What are the key attributes of a manager of professionals? | 65 |
| Part 2 | (Mostly) About Your Firm | |
| 8. | Values in Action: How vigorously do you "enforce" your values? Do your people think you live up to them? | 75 |
| 9. | The Value of Intolerance: What should a firm be "intolerant" about? How do you ensure that you do not slip into tolerating "OK" performance? | 84 |
| 10. | A Time for Healing: How do you create a sense of teamwork? | 91 |
| 11. | How Firms (Should) Add Value: How do you ensure that there is value in the institution, not just in the individuals who work there? | 98 |
| 12. | Success Through Skill-Building: How do you invest in and manage rapid skill-growth? | 105 |
| 13. | What Kind of Provider Are You?: What are the key skills of different types of providers, and what are the differences between them? | 115 |
| 14. | Managing Your Client's Projects: How do you track the profitability of individual assignments? | 133 |
| 15. | Why Merge?: When does a professional firm merger make sense? | 145 |
| 16. | The Adaptive Firm: What do you have to do to be good at constantly evolving and adapting? | 156 |
| Part 3 | (Mostly) About Your Clients | |
| 17. | How Real Professionals Develop Business: What works in marketing, and how does this compare to the standards of professionalism? | 167 |
| 18. | Finding Out What Clients Want: How do you discover how the client defines quality? | 171 |
| 19. | Why Cross-Selling Hasn't Worked: How can cross-selling really be made to happen? | 178 |
| 20. | Measuring Your Marketing Success: What's the difference between "more business" and "better business" and can you measure it? | 185 |
| 21. | Satisfaction Guaranteed: Can/should you guarantee your clients' satisfaction? | 195 |
| Index | 203 |
| Price | Condition | Delivery | Seller | Action |
| $99.99 | Digital |
| WonderClub |
David Walsh
reviewed True Professionalism: The Courage to Care About Your People, Your Clients, and Your Career on September 29, 2013
True Professionalism: The Courage to Care About Your People, Your Clients, and Your Career
An outstanding work. Several chapters have given me some great ideas to start implementing. The begining analogy is great - he asks professionals what qualities they'd expect in a secretary. Of course, the attributes are what the professional should have, but generally doesn't.
I'd have given this 5 stars if it wasn't for the emphasis in spots on measuring financial results and effectiveness by reference to hourly billing systems. This book was written in 1997 and perhaps the author has changed his views on hourly billing. I don't believe in hourly billing and using it to measure effectiveness is not relevant.
I have had this book for a while and rue that I didn't read it sooner.
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