TABLE OF CONTENTS

Submitted by admin on Sat, 10/02/2010 - 14:06

Table of Contents

  • Foreword by Jay Lorsch
  • Acknowledgments
  • About the Author
  • Introduction
  • Chapter 1: Professional Services
                    Characteristics, challenges, and leadership model
    • Common Characteristics of Successful Firms
    • It’s Not All Good News
    • The Broderick PSF Leadership Model
  • Chapter 2: Shared Vision, Values, and Culture
                    Building, communicating, and maintaining
    • Five Essentials of Vision, Values, and Culture
    • Embedding Values and Culture
      • The Reinforcement of Values and Culture Begins with Recruiting
      • Telling the Firm’s Story Reinforces the Culture
      • Teams Teach You How to Live and Work in the Firm
      • Constant Communication Is Critical
      • Celebrate and Reward Good Behavior
    • Making Values Stick
    • Revitalizing Vision, Values, and Culture
    • Chapter Summary
  • Chapter 3: People
                    Recruitment, training, and evaluation
    • The Seven Essentials of Talent Management
    • Recruiting: Refreshing the Ranks
    • Interviewing and Selection: Choosing the Best Candidate.
    • Mapping a Career Path
    • Training: Fostering Connectedness and Commitment
    • Mentoring: Providing Personal and Professional Support
    • Performance Evaluations: Frequent and Thorough Feedback
    • Diversity Looms Large—and Will Continue to Pose a Major Challenge
    • Chapter Summary
  • Chapter 4: Portfolio
                    Strategy, client mix, and relationship management
    • The Five Essentials of Client Portfolio Management
    • Mastering the Client Management Life Cycle
      • Step One: Strategically Plan and Review the Client Portfolio
      • Step Two: Onboard New Clients
      • Step Three: Sustain and Grow Accounts
      • Step Four: Solicit Client Feedback
      • Step Five: Review and Measure Results
    • Chapter Summary
  • Chapter 5: Services
                    Strategy, innovation, and knowledge sharing
    • The Four Essentials of Successful Service
      Portfolio Management
    • Follow the Service Strategy Cycle
      • Step One: Review the Service Portfolio
      • Step Two: Stimulate and Capture New Ideas
      • Steps Three and Four: Select the Best Ideas, and Take Them to Market
      • Step Five: Share Knowledge
      • Four Essentials of Knowledge Management
      • Chaper Summary
  • Chapter 6: Finance
                    Planning, metrics, and reporting
    • How Do the Top Firms Manage Finance?
    • Financial Planning and Budgeting
    • Forecasting
    • Metrics to Monitor the Business
      • Revenue
      • Profitability
      • Utilization
      • Pricing
      • Leverage
      • Performance Efficiency
    • Early Warning Signs
    • Reporting
    • Transparency and Accountability
    • Chapter Summary
  • Chapter 7: Positioning
                    Brand, marketing, and sales
    • Five Elements of a Successful Market Strategy
    • The Power of Brand
      • Determine the Market and Brand Positioning
      • Embed and Build the Brand
      • Keep the Message Clear and Consistent
      • Regularly Test Brand Strength
    • Marketing
    • Sales
    • Building a Marketing and Business Development Plan
      • Firm-wide Brand Initiatives
      • Business Unit Plans
      • Master Plan, Timeline and Budget, Tracking and Measurement
      • Tracking and Measurement
    • Thought Leadership: The Most Powerful Way to Grow the Business
    • The Role of the Marketing Professional
    • Areas of Focus for the Marketing Department
    • Chapter Summary
  • Chapter 8: Partnership
                    Equity, selection, and compensation
    • Six Characteristics of Enduring Partnerships
    • Selecting an Ownership Structure
      • Advantages and Disadvantages of Ownership Structures
      • Public Versus Private
      • To Sell or Not to Sell
    • Equity Programs to Attract and Retain the Best
    • Rewarding the Partners: Dividing the Pie
      • Distribution Models
      • Evaluating Performance
      • Partnership Performance Criteria
    • Partnership Selection: A Pivotal Decision
      • Criteria for Promotion to Partnership
      • Partner Promotion Process
    • Chapter Summary
  • Chapter 9: Strategy
                    Process, responsibility, and accountability
    • Why Strategic Planning Matters
    • Five Essentials for Successful Strategic Planning
    • Orchestrating the Planning Process
      • Long-Term Planning
      • Annual Planning
      • Review, Monitor, and Update
      • Accountability
    • Chapter Summary
  • Chapter 10: Structure
                      Design, governance, and style
    • Why Getting It Right Is So Challenging
    • Seven Essentials for a Successful Infrastructure and Governance Model
    • Organizational Structure: The Scaffolding That Supports the Firm
      • Board of Directors: Composition and Selection
      • Chairman: Selection and Role
      • CEO: Selection, Role, and Succession
      • Management Committee: Composition and Selection
      • Business Units: Structure and Seat of Power
      • Other Functions/Special Initiatives
      • Administrative Support
    • Changing the Structure
    • Governance Style
    • Chapter Summary
  • Chapter 11: Style of Leadership
                      Characteristics, grooming, and advice
    • Essential Characteristics of a Successful Leader: Emotional Intelligence and People Skills
      • Good Influencer/Builder of Coalitions
      • Inspirational and Passionate
      • Visionary
      • Good Listener
      • Good Communicator
      • Understands the Business
    • To Bill or Not to Bill
    • Grooming a Global Leadership Corps: Finding and Nurturing Future Leaders
    • Some Parting Advice for Leaders
    • Author’s Note
    • Index

Lessons from Leaders

  • Chapter 2: Shared Vision, Values, and Culture
    • Teaming at Cravath
    • Booz Allen Hamilton Core Values
    • Edelman Revisits Vision and Values
    • Korn/Ferry Changes Its Vision and Culture
  • Chapter 3: People
    • Recruiting at ghSMART
    • Career Development at Booz Allen Hamilton
    • Latham & Watkins Multistage Career Training
    • Training at Bain & Company
    • Plante & Moran’s Team-Based Mentoring
  • Chapter 4: Portfolio
    • Grant Thornton Client Experience Program
    • Black & Veatch Client Portfolio Mix
    • Account Management at Burson-Marsteller
    • Client Management at Ernst & Young
    • Edelman’s Client Feedback Program
  • Chapter 5: Services
    • Deloitte Australia’s Innovation Program
    • CSC’s Office of Innovation
    • Knowledge Management at Grant Thornton
  • Chapter 6: Finance
    • Black & Veatch Forecasting Process
    • Metric Management at Gensler
    • ghSMART’s Budget, Dashboard, and Review Process
  • Chapter 7: Positioning
    • Brand Management at Skadden, Arps
    • Euro RSCG Life Culture Scan
    • Growing an Industry Program at Ernst & Young
    • Thought Leadership at Booz & Company
  • Chapter 8: Partnership
    • Slater & Gordon Becomes the First Law Firm to Go Public
    • The Acquisition Process at Baker Robbins & Company
    • Gensler’s Principal Evaluation Process
    • Compensation Criteria at Eversheds
    • Making Partner at Egon Zehnder International
  • Chapter 9: Strategy
    • Planning at Peppercom
    • Hewitt’s Planning Process
    • Annual Planning at Ernst & Young
  • Chapter 10: Structure
    • Clifford Chance Offshoring Program
    • Election Process at Skadden, Arps
    • A.T. Kearney Revamps Structure and Governance
  • Chapter 11: Style of Leadership
    • Ogilvy Public Relations Worldwide: Leading Growth
    • KPMG: Leading Through a Crisis
    • Clifford Chance: Leading Through Transition
    • Cultivating Leadership at O’Melveny & Myers
    • Emerging Leaders Program at Dewberry