Category Archives: Leadership and Management

Partner Interview Questions to Sort the Wheat from the Chaff

Here is a list of penetrating questions to assess whether an existing senior associate should be made a partner. On Transition What does being a partner at this firm mean to you? Why? What do you see as your principal … Continue reading

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The Two Workshop Process for Developing a Strategy

Mention that you are devising a new strategy and your staff will probably be full of dread. And cynicism! After all, the last one didn’t amount to much! Here’s my Two Workshop Process to devise a practice group strategy and … Continue reading

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Beware Making Assumptions About Others

Or, why you never want to share a table with a stranger, by Douglas Adams I had the great pleasure of meeting Douglas back in the 1980’s in his flat in Islington, London. He tells the story like this… “I … Continue reading

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The Times They Are A Changing and Firms Need Better Strategies to Cope

Markets are being disrupted by new technology and this is creating a new VUCA world – Volatile, Uncertain, Complex and Ambiguous. Some commentators believe we are just at the start of the fourth industrial revolution. So, firms need strategies to … Continue reading

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Derogation and Duplication in Delegation – What Clients Need to Know!

Many firms still haven’t cracked the challenges of delegating work properly. Here is a summary of the issues: Frankly most of us know that it often feels easier to do the work ourselves than to have to explain it to … Continue reading

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Business Development in Professional Firms is Still Lacking – Part 2: The Remedies

Part 1 of this article outlines the case that senior income generators in professional service firms are still not fully committed to carrying out effective BD. And that this lack of commitment isn’t their fault. I point out that there’s … Continue reading

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Business Development in Professional Firms is Still Lacking – Part 1: The Problem

Let’s admit it – senior income generators in professional service firms are still not fully committed to carrying out effective BD. But is it their fault? I don’t think so. Senior management, heads of BD functions and heads of practice … Continue reading

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