Because they have a plan but need help to persuade their colleagues to adopt and implement it
Establishing a common purpose and mutual covenant
Case study: The Managing Partner had been elected to reverse a recent decline in the firm’s league table position and had made huge strides in growing revenues and improving profitability. The firm was now back on top. But in the process partners had become concerned that the Managing Partner was accruing too much power and some felt threatened and distrustful. I was brought in to work with the entire partner group and the leadership team to establish a common purpose that they could all commit to, and to develop a mutual covenant about how they would work together. I led a series of working groups to redesign the governance structure and partner management systems, and to strengthen the bonds of trust and commitment among partners and the leadership team.
Case study: Creating the role of senior partner
The firm was run by a Managing Partner working alone. At a partner conference at which I was speaking he proposed a change to the governance structure – to create the role of a Senior Partner to help him manage the workload of senior leadership. His proposal met with significant opposition among the partnership. Because my research had established the benefits of the dual leadership model for professional service firms I asked the Managing Partner to let me discover the partners' real reasons for opposing the change. I developed a new proposal for the role which directly addressed their concerns. At the next partner conference, I presented my recommendations, alongside my research explaining the value of a dual leadership model. The partners voted overwhelmingly in favour to accept the proposals and within a few months had elected a Senior Partner.