When Professionals Have to Lead

For too long, professional services firms have relied on the producer-manager model, which works well in uncomplicated business environments. However, today's managing directors must balance often conflicting roles, more demanding clients, tougher competetitors, and associates with higher expectatio [...]
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For too long, professional services firms have relied on the producer-manager model, which works well in uncomplicated business environments. However, today's managing directors must balance often conflicting roles, more demanding clients, tougher competetitors, and associates with higher expectations of prtners at all levels. "Integrated Leadership in Professional Sevices Firms" 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 proffesional service organizations, industry veterans DeLong, Gabarro, and Lees show how this model works: to align your firms culture and key organizational components; satisfy your client needs without sacrificing essential managerial responsibilities; and address matters of size, scale and complexity while maintaining the qualitites that make professional services firms unique.