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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.
|Publisher:||Harvard Business Review Press|
|Sold by:||Barnes & Noble|
|File size:||586 KB|
About the Author
Table of Contents
From Virtual Management to Highly Demanding Clients: Why a Fresh Leadership Approach Is Mandatory 1
The Integrated Leader: Beyond the Producer-Manager Model 13
Professional Service Firms: A Breed Apart 43
Product-Intensive Professional Services: Moving from Practice to Product 69
Practice Segmentation: Defining Your Market 87
The Strategic Imperative: Aligning Business, Talent, and Organization 121
The High-Need-for-Achievement Personality: Motivating, Retaining, and Developing Your Talent 147
The Essential B Player: The Heart and Soul of an Organization 171
The Challenge of Connection: Connecting the Firm to the Future 187
About the Authors 231