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