Idea in Brief
The Problem
Conventional leadership wisdom seems to fail in the professional service context. Trying to energize followers around a vision simply isn’t enough.
Why It Happens
The key asset of professional service firms is their highly expert and opinionated partners, who cherish their autonomy. As a result, a leader’s authority is contingent on their consent, which may be quickly withdrawn.
The Solution
Recognize that leadership in professional service contexts is really a collective process, in which the designated leader must master three interactive dynamics: establishing legitimacy, maneuvering politically, and negotiating perpetually. At the heart of each lies a tension that the leader must constantly work to keep in balance.
When Daniel was elected managing partner of his consulting firm, his colleagues reacted enthusiastically. Relatively young and hugely energetic, he had quickly risen to prominence in his firm. He’d garnered widespread support among his peers, especially the younger partners, who felt that some of their older colleagues were “free riding” as they neared retirement. Clients had noticed a decline in the quality of the firm’s work and were threatening to defect. During his leadership campaign, Daniel had outlined ambitious plans for reinvigorating the firm and restoring it to the number one position in the market. Flattered by his confidence in them and drawn to his vision for the firm, the partners elected Daniel by a substantial majority.
