Professionals have to decide on which subjects they are prepared to give nagging rights.
Focus on being the best you can at what you want to do.
What is important is what inspires persistence and determination- in other words what you care about.
No one can manage you if you don’t give them permission to do so. But if you are interested in accomplishing as much as you are capable of, then I believe there are good reasons to grant that permission.
A true professional feels no pressure to run up a client’s bill, knowing that any reduction in revenues caused by being efficient will be more than recompensed by the reputation earned for being honest and trustworthy.
Success comes from doing what you enjoy. If you don’t enjoy it, how can it be called success?
Whether or not your values are operational is crucially determined by whether or not there are consequences for noncompliance.
You cannot and should not try to please everyone. Make sure that the right people like you, and it will be expected that others will not. That’s how the world works.
I will not accept your guidance and critique unless you are supportive and nurturing. On the other hand, you need to be continually demanding.
Before a leader can be accepted, let alone succeed, autonomous professionals must agree to be influenced by that person.
The courage to care about your people, your clients, and your career.
Stop teaching students that they are the best and the brightest.
When did you feel most fulfilled? When did you impress yourself, or otherwise feel most proud of yourself?
There is an old saying, “It is amazing what you can achieve if you are not wedded to who gets the credit.” The.
It is ironic that a business in which the serving of clients depends so heavily on interpersonal psychology should be peopled with those who believe in the exclusive power of technical mastery. And.
Send meeting materials in advance.
Reconfirm scheduled events before they happen. Announce changes to scheduled or committed dates as soon as they change. Intimacy.
It ain’t what you do, it’s the way that you do it: That’s what gets results.
Reliability in this largely rational sense is the repeated experience of links between promises and action.
My experience has taught me that success comes not to those who swing for the fences every time at bat, but to those who commit themselves to a continuous program of constant improvement, base hit by base hit.
In busy times there is also a temptation to let investments such as training take a back seat to getting the work out the door. Only adherence to the firm’s principles and values prevents opportunistic behavior that may have short-term benefits but long-term adverse consequences.