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When Professionals Have to Lead: A New Model for High Performanceby Thomas J Delong
Synopses & Reviews
For too long, professional services firms have relied on the producer-manager” model, which works well in uncomplicated business environments. However, todays 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 firms 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.
Book News Annotation:
Professional service firms (PSFs) are facing a more competitive global landscape as well as escalating expectations from clients. Delong (management, organizational behavior, Harvard Business School) offers an integrated model of leadership for those in PSFs, based on setting strategic direction, securing partner and associate commitment, execution of strategy, and setting a personal example of behavior. Citing examples from law firms, consultant practices, accounting firms, investment banks, and other PSFs, he shows PSF leaders how to create an inclusive culture with support for essential B players as well as for the achievement-oriented people who gravitate toward PSFs. Annotation ©2008 Book News, Inc., Portland, OR (booknews.com)
For too long, professional services firms have relied on the producer-manager model, which works well in uncomplicated business environments. However, todays managing directors must balance often conflicting roles, more demanding clients, tougher competitors, and associates with higher expectations of partners at all levels.
About the Author
Thomas J. DeLong is the Philip J. Stomberg Professor of Management Practice in the Organizational Behavior area at the Harvard Business School. John J. Gabarro is Baker Foundation Professor at the Harvard Business School. Robert J. Lees is former director of professional development at Morgan Stanley and former director of human resources for Ernst and Young International.
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