When I last wrote about David Maister's latest book Strategy and the Fat Smoker, I was barely past the starting gate. The beginning of Chapter 3 to be precise. Since then I've raced on through to Chapter 8. It's a riveting read and is helping me crystallize a number of thoughts about how the projects I'm currently working upon might succeed or fail. It's also helping me figure out why Goodman Jones managed to win best use of internet at the AccountancyAge awards.
David is a master of communication - he has a knack of comforting the disturbed and disturbing the comfortable. I find that appealing and this book is no exception. The short form summary goes something like this:
- Strategy is impossible to create let alone execute if key people in the organization do not share the same world view.
- David talks about those who are willing to sacrifice short term gain for long term success compared to those who are driven by short term goals.
- Short termism seems to be the norm but it won't allow any firm to maximize its profit potential
- Those who play the long game need to collaborate because otherwise strategy cannot be executed.
- Those who collaborate tend to want business relationships that are based on the notion of friendship rather than transactional.
- It is very hard to change the way people are oriented in their world view but it is possible.
The book is full of examples and points up the contradictions many professionals will recognize. For example, when asked, a full 80% of David's seminar attendees will say they want to be perceived as trusted advisors (ie 'friends') but in reality that same 80% behave as though they're in a transactional relationship (ie 'detached.') When viewed in these terms it's easy to see why so many firms are little more than a collection of individuals who happen to be trading under the same roof and name. My old firm was a bit like that and while not a killer, it was (in part) the realization that what I wanted and what others wanted were not the same that eventually led me to resign. It was the best decision I'd made in a long time.
I disagree with David on one aspect where he talks about the individualistic operator and the person who is more likely to be a team player. David asserts it's hard to get individualistic types to perform as 'true' team players. I'm not sure. I'll readily admit that I'm a lousy team player when in a position of leadership. However, I don't have the same problem when surrounded by folk who I know are much smarter than me. But then I also know I'm an ideas kind of person rather than someone who is particularly adept at dealing with detail. I'd be useless at orchestrating the execution of a particular strategy though I could readily bite off small pieces and run with whatever I am tasked. Just knowing that makes a difference. It's something with which many struggle because in some way it is perceived as a weakness. What is weak - as David correctly points out - is failing to confront reality and then dealing with it.
Then I think about how Philip Woodgate operates. He's the partner behind Goodman Jones IT and its award winning website. I've sat in meetings with Philip and watched first hand how he draws clients into discussion rather than pontificate. His favourite line is: "What do you think?" It's such an obvious way to include the client in making decisions yet one that so many business managers miss. Cynics will say: 'Ah but you would say that.' Maybe. But then I have the privilege of working alongside a lot of people who are far smarter than me. Philip's one of them.
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