Laura Empson

<article-ideainbrief class="article-ideainbrief">
 <h4 class="ideainbrief-title">Idea in Brief</h4>
 <div class="ideainbrief-contents">
  <h5>The Problem</h5>
  <p>Conventional leadership wisdom seems to fail in the professional service context. Trying to energize followers around a vision simply isn’t enough.</p>
  <h5>Why It Happens</h5>
  <p>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 As a result, a leader’s authority is contingent on their consent, which may be quickly withdrawn.</p>
  <h5>The Solution</h5>
  <p>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.</p>
 </div>
</article-ideainbrief><p>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.</p>

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<p>In most corporate settings, leaders are expected to inspire and direct employees&#8212;leading is something they do <em>to</em> followers. But in professional service firms, the situation is different. These firms tend to be full of powerful, opinionated experts who prize their autonomy. They don&#8217;t easily accept the role of follower&#8212;and may be just as unwilling to act as leaders. A leader&#8217;s authority is contingent upon their consent, which can be quickly withdrawn. In this context, leadership has to be a collective, not an individual, endeavor. It requires a grasp of three key dynamics:</p>
<h6>Establishing legitimacy.</h6>
<p>To be accepted by their peers, leaders have to keep demonstrating an ability to generate revenue.</p>
<h6>Maneuvering politically.</h6>
<p>Achieving consensus requires social astuteness and networking skill, and peers must believe the leader is acting in <em>their</em> interests.</p>
<h6>Negotiating perpetually.</h6>
<p>To strike a balance between asserting control and giving peers autonomy, leaders must always negotiate.</p>
<p>These dynamics are both in flux and interconnected, and leaders have to constantly manage them.</p>

How to Lead Your Fellow Rainmakers

In most corporate settings, leaders are expected to inspire and direct employees—leading is something they do to followers. But in professional service firms, the situation is different. These firms tend to be full of powerful, opinionated experts who prize their autonomy. They don’t easily accept the role of follower—and may be just as unwilling to act as leaders. A leader’s authority is contingent upon their consent, which can be quickly withdrawn. In this context, leadership has to be a collective, not an individual, endeavor. It requires a grasp of three key dynamics: Establishing legitimacy. To be accepted by their peers, leaders have to keep demonstrating an ability to generate revenue. Maneuvering politically. Achieving consensus requires social astuteness and networking skill, and peers must believe the leader is acting in their interests. Negotiating perpetually. To strike a balance between asserting control and giving peers autonomy, leaders must always negotiate. These dynamics are both in flux and interconnected, and leaders have to constantly manage them.

How to Lead Your Fellow Rainmakers

Summary.

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