Book Review -- JUST ENOUGH ANXIETY

I have just been examining a fascinating book called JUST ENOUGH ANXIETY by Robert H. Rosen, which argues that, for optimum achievement, you can have both too little and too much anxiety -- both as an individual and as an organisation.  The book explores how a leader/manager creates the optimal amount.

The (well-reasoned) book argues that there are five leading indicators for business success.  They are:

• Purpose and Values
• Productive Relationships
• Shared Direction
• Creativity and Innovation
• Performance Excellence

Each indicator specifies a crucial strength an organisation needs to produce superior business results.  And each one offers clear opportunities to do something today that will improve results over time.

Here's the graphic summarising the arguments:

Why Do We/They Become Consultants?

Pasi Raikisto, from Finland, raised a very interesting question in some email correspondence. He noted:

"It would be interesting to know what kind of experiences drives people to become and stay as a consultant. I know many consultants whose professional life began when they were kicked out from their 'normal job'. How often is this the case? Are consultants actually underperforming compared to 'normal workers'?

"Or, sometimes, it's consultants who left professional service firms to go out on their own and start solo or small firms. Perhaps because the professional service firm did not 'walk the talk'.

"I know that I play the devil's advocate a bit in phrasing it this way, but I want to challenge our profession and things we stand for. Maybe this is an interesting question for broader discussion".

***

Yes, Pasi, I think these are very interesting questions. A lot of the people who read and comment on this blog are consultants of one kind or another, and many left previous organisations to enter the profession (including me!)

It certainly seems as if there are a lot of (maybe a growing number of) consultants out there, who became consultants for (some of) the reasons he proposes. Why is that? Are there any broad generalisations or hypotheses about "us" that can be made? Are we a special breed?

New Edition of Ford Harding's Classic Book

Ford Harding has carved out a deserved reputation as one of the most highly regarded authors, trainers and consultants on sales in professional services.  His books began with RAINMAKING in 1994, followed by CREATING RAINMAKERS in 1998, and then CROSS-SELLING SUCCESS in 2002.

Now he has issued a second edition of RAINMAKING, revised and updated.  Here's his chapter list:

1. Writing and Publishing Your article
2. Finding a Podium
3. Marketing by Mail
4. Organising Seminars and Conferences
5. Getting Publicity
6. A Few words on the Web
7. Eliminating the Dread of Cold-Calling
8. Networking:  The alternative to Cold Calling
9. Special Rules for Special Networks:  Trade associations, Formal Networking Groups and Internal Newtorks
10. Increasing Network Quality
11. How Markets Structure Networks
12. From Networks to Leads
13. Building Client Relationships that Last
14. The Sales Meeting:  The First Five Minutes
15. The Sales Meeting:  Questioning and Listening
16. The Sales meeting:  Offering Your Solution
17. The Sales meeting;  Formal Presentations
18. The Sales meeting:  Handling questions and Concerns
19. Team Selling
20. Shortening the Sales Cycle
21. Writing a proposal
22. Quoting a Fee
23. Turning Down Small Work
24. When You Lose a Sale
25. The Logic of a Sales Strategy
26. Simple Strategies that can Help You Now
27. Self-Marketing:  Experts Make Themselves
28. Market-Based Strategies
29. Conclusion:  Becoming a Rainmaker

****

Even if you know Ford's first edition, this second edition is a must-read!

Consultants on Consulting

Before he sold his firm, Richard Metzler was one of the pioneers in building a consulting business.  Now, he and his son, Jon Metzler, have begun serialising (on-line) a new book entitled "Lore Of Wizards:  Consultants On Consulting".  A new chapter will be issued every month until the complete book is finished in July or August.  At that time, all chapters will be bound in to a single book and offered for sale.

The book is essentially consultants talking about consulting.  The Metzlers interviewed nearly 35 prominent management consultants, mostly in their own offices.  They intentionally left the interview open ended, that is, they could talk pretty much about what they wanted to talk about as long as the subject was consulting.

Check it out!

New Blogosphere game

Michel-Adrian Sheppard on www.SLAW.CA writes:

"Many people may remember the "meme" that went around the blogosphere about a year ago, something called Five Things You Didn't Know About Me. The idea was simple: reveal 5 pieces of information that people might not know about you and then contact other people to contribute. A bit like a chain letter. But much more fun in terms of time wastage.

"Well, there is a new meme zipping around the Net: open the nearest book to page 123, go down to the 5th sentence and type up the 3 following sentences. Then, pass the message along to other people you want to invite to contribute to the game".

I don't want to obligate others, but it sounded fun so here goes:

(From EPIC CHANGE: How to Lead Change in the Global Age, by Timothy R. Clark, which was sent to me by his publicist to review)

"In almost every case, change must be handed off for implementation. Unless there is broad-based action by many people, change won't take place. Change usually affects far more people than those who identify it as a need"

***

An interesting experiment. You can also imagine providing this quote as an examination question, followed by the instruction: "Discuss"

***

Anyone else want to join in either on their own blog, or in the comments here? Closest book to you, page 123, start at 5th sentence, and type the following three sentences.

The One-Firm Firm Marches On

Today's papers report the 2007 financial results of law firm Latham & Watkins, which became the first law firm to break the $2 billion revenue barrier, with profits per partner rising to $2.27 million from $1.86 million a year earlier. As the firm's managing partner said, these results were accomplished without a merger or large lateral acquisition or any major contingency award.

I try to avoid commenting on individual firms, for fear of being seen to "play favourites" but it's reassuring to receive confirmation that one of the firms I identified in my article "The One-Firm Firm" continues to shine.

In the article, I identified the policies of the one-firm firms as:

1. A "grow your own" people strategy as opposed to heavy use of laterals, growing only as fast as people could be developed and assimilated
2. Intensive use of training as a socialisation process
3. Rejection of a "star system" and related individualistic behaviour
4. Avoidance of mergers, in order to sustain the collaborative culture
5. Selective choice of services and markets, so as to win through significant investments in focused areas rather than many small initiatives
6. Active outplacement and alumni management, so that those who leave remain loyal to the firm
7. Compensation based mostly on group performance, not individual performance
8. High investments in research and development
9. Extensive intra-firm communication, with broad use of consensus-building approaches

In the article, I included a section which revisits these firms, and find that, while they are not still "pure" on these principles (some of the one-firm firms have done small mergers or hired lateral partners) the core approach of emphasising teamwork and intra-firm collaboration remains.

In my consulting work, I find that many firms like to "claim" that they are one-firm firms, (it sounds good) but it's my view that they underestimate what it really takes. There is a huge temptation (and seemingly obvious benefit) in creating a culture that attracts, rewards and retains "stars".

Firms try to have the benefits of both systems (a star system and a one-firm firm) but I believe now what I believed 3 years ago -- the two systems are fundamentally incompatible, and a choice has to be made.

Does anyone else have a view?

The Client From Hell

Bob Sutton, author of the fabulous book "THE NO-ASSHOLE RULE" has developed an amazing quiz to rate your client(s).

You've GOT to check this out!

What Management Owes the Individual Professional

R Sigrid van Roode, from the Netherlands writes in with the following question:

"Our company will start improving our consultancy using the input of your article True Professionalism.  I have carefully read the article (as have all my colleagues) and I have found a situation in my work that to me seems paradoxical.

"In achieving happiness and fulfillment in work, you encourage the professional to start and change himself first, take initiative, show enthusiasm.  It is not advisable to wait for the company itself to change:  that will never happen.  It is also not advisable to 'blame' the management:  that turns the professional into a victim of his surroundings (which a real professional would never allow to happen).

"The paradox is:  professional and company/management are, in my view, interdependent.  They fulfill each others needs and in a way facilitate each others existence.  What is the role of the management in a professional organisation, specifically when it comes to encouraging and stimulating the professionals?

"Actively seeking a positive attitude towards work and client is obviously the main responsibility of the professional himself.  How can the management of a company pick up on that positivity, that initiative?  If the initiative of the professional is not met and answered by the management, the incentive to try and improve oneself, to walk that extra mile for the greater good of the company, will simply be non-existent.  The professional will most likely leave and try to find that reciprocal relation elsewhere.  In short:  how does one manage a professional?

"Any light you could shed on that interesting subject would be greatly welcomed!  Could you for example perhaps point me in the direction of literature I could read on that subject?"

***

The role of management in my view is to:

(a) Provide a clear purpose for the organisation, so that the individual can decide whether that purpose is one they can believe in and contribute to.

(b) Help the individual find his or her passion, providing alternatives, encouragement, support during rough times

(c) Provide clear and honest feedback

(d) Enforce common standards so that the individual is part of a community of like-minded people of whom the individual can be proud.

Does anyone else have different answers?