man blur
warehouse
man blur
scooter
leafs
conduit
old sign
table
eye
pharmacy
propeller
stream
boats
cuba chairs
high scene
dark stairway
wires
falls
cactus
vaulted
bannister
fall bench
dripped paint
concrete
danger door
resurrection
overpass
beach 2
antigua
beach 1
vw van
hdr landscape
on strike
pipes
boats oxford
stairs
woman on steps
graffiti
canoes
streaming
mini
potter
posters
three slits
big hook
on off
electrical
garage door
file cabinet
boots
containers
stool
hanger
werthan
boat
joint
sunglasses
dallas windows
butterflies
dark
flower
tubes
restaurant
sinks
cotton
hammers
natchez
tree
taps

David C. Baker: Author | Speaker | Advisor—Business Insight for the Expert Firm

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How Not To Act Like An Expert

I've been offering business insight to help experts achieve higher financial performance, manage people better, staff appropriately, and provide services that their clients value. In the last 20+ years of doing this, I've observed a few practices that contradict expertise. Here are some things that I notice experts doing that seem to contradict how they want us to see them.

  • Be Too Busy to Articulate Thought Leadership There are all sorts of reasons why experts don't write and speak, but none of them are legitimate. If you don't have the time, you aren't making enough money. If you don't know what to say, you aren't an expert. If you don't know how to say it, you haven't practiced enough. If you find too many audiences when directing your writing, you haven't focused enough. Aside from the content itself, having the time to write it sends just as powerful a message.
  • Be Immediately Accessible to the Client Whether misguided or not, developed cultures prefer that their experts be largely...
More >

You Have One Primary Job as a Leader

As a leader, your job is to make decisions. There are other things, too, but that is your main job.

Warring against that, possibly, is your fear of making the wrong decision. Rest assured in knowing that there is greater long-term potential harm in not making decisions than there is in making wrong decisions.

So to be an effective leader, try to master the timing of your decisions rather than the criteria for your decisions.

Key Times to Make Decisions

So, when should you make a decision? Here are the four most important times to make a decision:

  • When you see an opportunity you're small enough to pounce on. This is usually an opportunity that the big firm has to study, meet about, appoint a committee, assess the risks, get funding approval, and then build consensus around three times per week for five months. There are significant advantages around scale, but being nimble is not one of them.
  • When your people are...
More >

Blog

How Not To Act Like An Expert

I've been offering business insight to help experts achieve higher financial performance, manage people better, staff appropriately, and provide services that their clients value. In the last 20+ years of doing this, I've observed a few practices that contradict expertise. Here are some things that I notice experts doing that seem to contradict how they want us to see them.

  • Be Too Busy to Articulate Thought Leadership There are all sorts of reasons why experts don't write and speak, but none of them are legitimate. If you don't have the time, you aren't making enough money. If you don't know what to say, you aren't an expert. If you don't know how to say it, you haven't practiced enough. If you find too many audiences when directing your writing, you haven't focused enough. Aside from the content itself, having the time to write it sends just as powerful a message.
  • Be Immediately Accessible to the Client Whether misguided or not, developed cultures prefer that their experts be largely...
More >

You Have One Primary Job as a Leader

As a leader, your job is to make decisions. There are other things, too, but that is your main job.

Warring against that, possibly, is your fear of making the wrong decision. Rest assured in knowing that there is greater long-term potential harm in not making decisions than there is in making wrong decisions.

So to be an effective leader, try to master the timing of your decisions rather than the criteria for your decisions.

Key Times to Make Decisions

So, when should you make a decision? Here are the four most important times to make a decision:

  • When you see an opportunity you're small enough to pounce on. This is usually an opportunity that the big firm has to study, meet about, appoint a committee, assess the risks, get funding approval, and then build consensus around three times per week for five months. There are significant advantages around scale, but being nimble is not one of them.
  • When your people are...
More >

Speaking Events

Revenue 2.0: Emerging Models for Expert Firms

You’re in business to make money and you’ve got ideas on how that should be done (along with a track record of doing so.) If you’ll give us two days of your life we’ll help you replace those ideas with even better ones and offer a more lucrative path to higher revenue, profit, and fulfillment. It’s not that your ideas are bad—they’ve gotten you this far after all. It’s just that what got you here doesn’t usually get you to the next level of profit and wealth. Your initial model for success becomes the constraint to even better success.

Atlanta, in a brewery, September 8-9.

Rethinking the Employee Review

Webinar: How we got to the current state of the employee review is anyone's guess, but it doesn't work on many, many levels. Everyone--on both sides--dreads it. But there are some really interesting, really helpful ways to do employee reviews that both parties look forward to and which move the company and the employee's career forward. Come learn about some exciting ways to do employee reviews. $160


Blog

How Not To Act Like An Expert

I've been offering business insight to help experts achieve higher financial performance, manage people better, staff appropriately, and provide services that their clients value. In the last 20+ years of doing this, I've observed a few practices that contradict expertise. Here are some things that I notice experts doing that seem to contradict how they want us to see them.

  • Be Too Busy to Articulate Thought Leadership There are all sorts of reasons why experts don't write and speak, but none of them are legitimate. If you don't have the time, you aren't making enough money. If you don't know what to say, you aren't an expert. If you don't know how to say it, you haven't practiced enough. If you find too many audiences when directing your writing, you haven't focused enough. Aside from the content itself, having the time to write it sends just as powerful a message.
  • Be Immediately Accessible to the Client Whether misguided or not, developed cultures prefer that their experts be largely...

You Have One Primary Job as a Leader

As a leader, your job is to make decisions. There are other things, too, but that is your main job.

Warring against that, possibly, is your fear of making the wrong decision. Rest assured in knowing that there is greater long-term potential harm in not making decisions than there is in making wrong decisions.

So to be an effective leader, try to master the timing of your decisions rather than the criteria for your decisions.

Key Times to Make Decisions

So, when should you make a decision? Here are the four most important times to make a decision:

  • When you see an opportunity you're small enough to pounce on. This is usually an opportunity that the big firm has to study, meet about, appoint a committee, assess the risks, get funding approval, and then build consensus around three times per week for five months. There are significant advantages around scale, but being nimble is not one of them.
  • When your people are...

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David C. Baker: Author | Speaker | Advisor—Business Insight for the Expert Firm