When Professionals Have to Lead: A New Model for High Performance
Harvard Business Press, 2007 - Business & Economics - 232 pages
For too long, professional services firms have relied on the “producer-manager” model, which works well in uncomplicated business environments. However, today’s managing directors must balance often conflicting roles, more demanding clients, tougher competitors, and associates with higher expectations of partners at all levels.
When Professionals Have to Lead presents an overarching framework better suited to such complexity. It identifies the four critical activities for effective PSF leadership: setting strategic direction, securing commitment to this direction, facilitating execution, and setting a personal example. Through examples from consulting practices, accounting firms, investment banks, and other professional service organizations, industry veterans DeLong, Gabarro, and Lees show how this model works to:
• Align your firm’s culture and key organizational components.
• Satisfy your clients’ needs without sacrificing essential managerial responsibilities.
• Address matters of size, scale, and complexity while maintaining the qualities that make professional services firms unique.
A valuable new resource, this book redefines the role of leadership in professional services firms.
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4 ProductIntensive Professional Services
5 Practice Segmentation
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A.T. Kearney Accenture alignment associates Bain Bain & Company become behaviors Boston Consulting Group career challenges chapter client problems coaching commoditization compete competitive competitors complex consulting firms continuum corporate model create critical demand differentiate effective ensure Ernst & Young execution experience expertise feel fessionals firm leaders firmwide focus focused global goals gray-hair Harvard Business School Herbert Smith high-achieving highly hires integrated leaders integrated leadership model investment banking Jeff junior knowledge Korn/Ferry law firms leaders in PSFs learning leverage Maister managing partner McKinsey ment mentoring Morgan Stanley motivation need for achievement offerings organization organizational personal example players practice segments practice-based PSFs product-based product-driven product-intensive product-producing profes professional service firms PSF leaders result rocket science roles Rosen & Katz science shops senior professionals serve clients setting direction sionals solid performers star strategy consulting success talent task teams tion