What makes a place a GREAT place to work?
David Maister, commenting on the Fortune list of Great Places to Work, has, as usual, his own unique and powerful take on the subject.
Here are some of Maister’s hypotheses:
— A high percentage of smart, energetic colleagues (no dummies.)
— A disproportionately high percentage of top-end assignments. (Only bring in challenging work.)
— An A client list. (Refuse to work for the rest.)
— Real mutual support and collaboration among partners (Get rid of the cowboys.)
— Practicing with others who share mutual interests. (Base teams around individual enthusiasms, not dry analytics.)
— Lots of help around (Real coaching from peers and group leaders)
— A willingness by the firm to provide the tools and support needed. (Avoid excessive cost-cutting)
— High standards, enforced with help and discipline. (Acting according to what we preach.)
— A clearly articulated set of values that everyone believes in. (A firm driven by principle, not expediency)