II. Portfolio Quality!
6. Visit every client. Initiate a "deep" and ongoing dialogue with ... every ... client.
7. Create an immodest Current Projects List. You—Dept. head turned Managing Partner of HR Inc. (Etc.)—are your Project List.
8. You are a Venture Capitalist. I.e.: What does your "project list"/"project portfolio" add up to? Is it exciting? (How exciting?) Is it bland?
9. Conduct a weekly—or a more frequent—formal Current Projects Review. The project-list-is-us. So ... now we’ve got to start managing the Hell out of it.
9A. Words ... matter. E.g.: "Engagement."
Click "Edit Page" above and then add your input. ''Please begin each entry with your name or initials to distinguish your contribution from others.
Provide details of the concept; what does it mean to you?
6. MN A PSF's continuing success is not solely based on the value of the portfolio, but how valuable that portfolio is to that client. Each entry into the portfolio must show a progressive and deeper understanding of the client and his/her business. I simply cannot imagine consulting with a client if I do not fall in love with their product, service, history, etc. The resultant portfolio is a demonstration of that understanding and a strong statement that our psf cares! (about the client org's success) It sounds so elementary, but too many psf's choose to look at the client as a business transaction, rather than someone we desperately want to help succeed. One of the simplest and most powerful ways to demonstrate that baseline principle is to engage the client in dialogue, early and often. Even if it is not billable!
Detail Overview
NJ - This is a life as well as work concept - you do a bunch of things - better make them great! If you're taking this route, you really need a good brain dump to start off with to ensure that you take all your open ends into account. Once your brain dump is done, then take a good look at it, rate it and ensure that it's making you go/be where you want to go/be.
What are some of the issues, concerns, or risks associated with this concept in your organization?
Tell us about your success or failure in adopting these concepts.
What did you learn from the exercise? How would you advise others attempting to follow your path?
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