Maister on Leadership

Larry Bodine re-posted an amusing and accurate article on David Maister's recent appearance at the Association for Accounting Administration gathering, along with several great Maister-isms.

Here is what Maister has to say on leadership and coaching:

• Few accounting [or law] firm executives are leaders. Most aren’t even good managers. “The job of a manager is to make other people successful, which is why you rarely see good management at an accounting firm. We use the wrong principles for choosing managers,” Maister says.
• Concentrate on being a good coach. That’s how you get what you want from partners, staff and clients. Good coaches create energy, excitement and enthusiasm with a three-step process: (1) They’re demanding in well thought-out increments. Give all the time necessary to people who have a lot to learn or who make mistakes. “The only deal-breaker is for those who aren’t trying. Firms have amazing tolerance for people with bad attitudes who don’t try. You must be demanding and nurturing at the same time.” (2) They work in one-on-one conversations and tell people, “You can do this.” (3) They say, “I will help you” and follow through. They offer genuine and proportionate praise not only at the finish line, but along the way, too. Every three months, they evaluate progress and set new goals.
• Coaching is your most important job. Coaching “is more important than anything else you are doing. Management at most firms simply implies, “Sorry, we don’t have time to actually manage you, but we’ll change the bonus scheme or whatever,’” he said. “It’s not an incentive issue. It’s that nobody’s helped them reach their goals. It’s a matter of priorities. Partners would rather spend money on useless training programs than take time to actually help people.” For firms with good and consistent coaching, “the strategic plan takes care of itself,” he said.

Spot-on!

Read the article here.