PSF Managers and Leaders: The Forest and The Trees

I've reviewed a copy of Mike Schultz and John Doerr's new book, Professional Services Marketing: How the Best Firms Build Premier Brands, Thriving Lead Generation Engines, and Cultures of Business Development Success. My first thought was "Geez, this book's subtitle is even longer than the one for my own just-published book!"

But seriously, now.

• I like the can-do attitude that pervades this book.
• I like the practical tone of the book. It starts out with a list of blogs that explore professional services topics, including The Expertise Marketplace (thanks, guys). And it offers links to downloadable tools.
• I like the chapter on fees and pricing. The subject of pricing -- and its relationship to a client's perception of value -- is too often shoved under the metaphorical rug. Schultz and Doerr bring the topic to light, at least on a preliminary basis, with a solid pro-and-con discussion and a short pricing story about "Sam" and "Bill."
• The Introduction has a nice commentary about leadership and management: "Good managers can be described as seeing the forest through the trees . . . good leaders are the ones who stand up and shout, 'Wrong forest!'"

In The Integration Imperative, I make a big deal about the distinction between leadership and management.  I think professional service firms have done a great job describing leadership, and growing leaders. But what about "management"?  What about the importance of running the firm to achieve strategic goals? PSFs have a way to go here. 

Comments

[Chris Zdunich]

High quality, successful, growing accounting firms have a managing partner that is like the CEO of a business.