leadership in professional services - developing leadership capabilities in partners
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Alex Swarbrick and Sharron Swann
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Leadership in professional servicesDeveloping leadership capabilitiesin Partners
Welcome to the Roffey Park Leadership in Professional Services Webinar
Alex Swarbrick
Senior Consultant
Roffey Park
Sharron Swann
HR Director
Reeves & Co LLP
Send us your questions…
Host
Melissa Green Roffey
Park
Where we’re going in this webinar
What makes Professional Service firms different?
What does effective leadership in Professional Services entail?
– What’s attractive about the Partner role?
What do we see as the leadership development needs of Partners?
What helps Partners to develop leadership capabilities?
Discussion and questions
What makes Professional Services different?
Sector– UK- a global
leader
– Significant part of economy
Staffing– People are the
product
– Careers not jobs
Structure– Partnerships
Sources:• Department for Business Innovation and Skills • “UK Professional Services Sector Outlook: Third quarter 2012” (Barclays)• 2012 Accountancy Age survey• City UK report
What makes Professional Services different?
Skill mix– Finders– Minders– Grinders
Shared values– Values of
Professions– Values of firm
Strategy– Expert– Experience– EfficiencySources:
• Managing the Professional Service Firm’ David Maister (2003)
Expert? Experience? Efficiency?
What’s attractive about the Partner role?
Professional and Personal Status
Autonomy
Intellectual challenge
Recognition
Lifestyle and income
Stakeholder in the business
Partners as leaders
Specialism v whole firm
Independent decision making v collaborative
Operational v Strategic
Process v people– coaches and
mentors
Positive aspects of A
Negative aspects of A
Positive aspects of B
Negative aspects of B
Polarity management
Copyright © PMA 2002
Partners as LeadersWhat do they need to be good at?
Strategic thinking
Influencing skills
Ability to address conflict
Navigate organisational politics
Self-awareness
Less about IQ
More about EQ
Partners as LeadersWhat do they need to be good at?
Strategic thinking
Influencing skills
Ability to address conflict
Navigate organisational politics
Self-awareness
Partners as Leaders
Benefits of specialists as leaders– Specialists like to be led
by specialists
Technical expertise is an enabler, a door opener
Focus on facts and IQ; less practiced in using EQ
Can be collaborative and committed to the organisation, not just their specialism
Developing Partners as Leaders
Fast paced
Delivered by people who are recognised as experts in their own field
Intellectually stimulating
Evidence base to any theory
Experiential
Practically relevant
Feedback and self awareness
Importance of role models
Reeves’ Partners LeadershipProgramme
Scoping the need
Psychometric (FIRO B)
360 feedback
1:1 Coaching
3 x 2 day modules– Leading self
– Leading clients
– Leading the firm
Projects
Evaluation
Outcome
Emotional intelligence
More productive collaboration across the firm and among the Partners
People leadership more effective– Especially
performance management
In conclusion...
Different
Technical and people business
Require skilful leadership
– more about EQ than IQ
The development must fit
Organisational culture where good ‘leadership’ is valued.
Time for discussion and questions
What next?
Leadership Development in
Professional Services Round
Table
March 19th 2013
Reeves’ office in London
For more information on Roffey Park contact
Melissa GreenMarketing & Business
Development Manager
+44 (0)293 851644
+44 (0)7825 616281