Thought leader

By Paul Gilbert

In business we are constantly told that change is inevitable. ‘Adapt or die’ slogans are bandied around and every day we could be mistaken for believing that our current success is a mere fluke of nature and that we are so under-prepared for the future mayhem about to be wrought on our businesses that we might as well give up now.

Then the day ends, we battle the commuter traffic, get home to our real world and realise that our business will probably not implode any time soon and certainly not in time for us to forget about going back to work in the morning.

The point is that there will never be a single catastrophic moment when we either adapt or die. Change, however, is a constant reality that is also hugely important.

The reason we do not like change is that it is uncomfortable, unusual and difficult. But precisely because change is a constant we have to make it more acceptable; this will never be easy but it can be done. It requires two things: communication and, most importantly of all, good leadership.

In my judgement it is the quality of leadership that will determine who succeeds and who fails, not the quality of the programme, process or policy.

Too often I see law firms, nearly always well-intentioned and thoughtful, unable to understand why the latest investment in a CRM system, key account initiative or appraisal process has failed to ignite their drive for change. The answer is nearly always because at a fundamental level the firm remains a bunch of sole practitioners who are just about prepared to share the same letterhead.

Leadership is the key – not necessarily tub-thumping oratory or eccentric PR stunts, but clear, trustworthy, determined, consistent and measured leadership.

Management theory, process re-engineering and IT are crucial, but these things make our world more efficient not more inspiring; they capture the good not the excellent, and they define what should be done but never the discretionary behaviour that can truly connect people and issues.

The profession we work in is a people business, a business built almost entirely on the quality of relationships internally and externally. Excellence in this environment is not a process, system or about interior design, it is thoughtfulness, engagement, passion and interest. When these qualities are combined with your undoubted expertise, the result is nearly always positive and worthwhile.

Paul Gilbert is chief executive of LBC Wise Counsel. He can be contacted at pg@lbcwisecounsel.com