Sublime

In a well-positioned expert firm, only a few employees within a given category should be able to change jobs without a thorough, thoughtful orientation in your way of thinking and solving problems for clients. If the firm they are leaving is closely positioned to the firm they are joining, there should be no problem, but otherwise you’re going to h

Many factors play a role in bringing these goals into harmony, but one has a preeminent position: the ratio of junior, middle-level, and senior staff in the firm’s organization, referred to here as the firm’s leverage.

The job of management in a professional firm is not to develop a strategy for the partners, but to ensure that they develop one for themselves.

In executing its strategy responsibility, the firm’s management should review policies (“rules of the game”) such as the following: Performance appraisals (For what do we hold people accountable?) Profitability and other measurement systems (How do we keep score?) Systems for salary, bonus, and profit allocations (What incentives drive the behavior

In a recent study, Vijay Govindarajan, a professor at Dartmouth, found that for every 5,000 employees, at least 250 will be true innovators and 25 will be innovators and great intrapreneurs (or companies of one) as well.

When I talk to student or young adult leaders, I often say that life generally can be divided into thirds. The first third is getting an education or training for a future career; the second third is focusing on building your career, perfecting skills, and rising to a senior position or a position of responsibility and leadership; and the final thi