The honeymoon is (almost) over

Jane always knew that being Managing Partner would not be an easy role to fulfil - the roller coaster exhilaration of 'the first 100 days' had been both exhausting and exciting. She had now spoken to all the partners and a cross section of staff, and with only one or two exceptions, they had all expressed a mixture of relief and enthusiasm about her appointment. Whilst she welcomed the support- she also sensed that behind the words a degree of concern also existed. Her instincts suggested to her that 'they' might be questioning whether she could deliver - would she be able to make some real and sustainable changes to the firm's strategy and overall management?

Those expressing less positive support did so more out of defensiveness - 'marking their territory' just in case she had any thoughts about 'you know, changing things around here'. Now, after her first 3 months in post she felt it was time to consolidate her thinking. The time to move towards action was becoming apparent. She began reviewing her notes from her meetings. A number of themes were emerging. It was proving to be uncomfortable reading. Among those of most concern were; a lack of strategic focus, an over-reliance on a small number of key clients, an overly dominant 'departmental' culture, poor management information, a lack of financial accountability (starting right at the top) and a lack of any succession planning and people development. And that was even before she had spoken in depth to any clients! She was also being pressed by a number of partners to tell them what she was going to do about the problems - usually in a way which clearly implied that they did not perceive the need for change to impact on their activities - although elsewhere in the firm changes were necessary.

Jane knew she needed to get moving - but how should she proceed? She decided that, ultimately if she was to have any serious chance of success it would be critical for her to clarify her relationship with her 'joint senior partners'. After several sessions they had both given her their reassurances that they would allow her to progress matters with their full support. They both recognised, perhaps a little reluctantly, that the need existed for a more explicit statement of the firm's strategic direction linked with a more accountable approach to practice management. They also recognised that if change was to be given any chance of being sustainable it was important to support Jane with the process.

But how could she get her 'cats' herded? Should she tell them what her 'vision' was? Should she get someone else in to do another analysis of the problems (as a check), or might it be worth working with someone to help facilitate and navigate the firm through the changes?

How would you advise Jane to proceed?

Some issues to consider
Developing (and constantly reviewing) a strategy for a firm is one of the most common and most important roles to be played by a new Managing Partner. Few books exist on how to fulfil this function and, even where they do exist, most of the textbook stuff is often highly inappropriate in the context of a professional service firm. 'Create a vision' they say; 'communicate your vision' they emphasise; 'encourage others to act on your vision' they preach. Such approaches might work in the corporate world (but even there I have severe doubts). They seem almost doomed to failure in the professional services sector. This is not to suggest that Managing Partners do not need to have a (some) vision(s). They do. But, in addition, they need to consider the process by which they engage others in shaping and evolving a shared vision - rather than expect them to act on their vision.

Whether Jane chooses to work alone, bring in a consultant or work with someone is partly a function of timescale, culture and inevitably personal preferences. On the plus point of working alone are the potential advantages of being seen to 'lead from the front'. On the downside, unless a serious crisis is present or imminent - it can be very difficult to get others engaged in the need for change; 'if it ain't broke why fix it' can so often be the cry. Asking someone else in to create a strategy may also be appropriate. But it can also potentially be a high(er) risk approach - to both the consultant and the firm. Whilst an external view can help provide a different perspective which can also be potentially more objective and dispassionate, ultimately the decision on where the firm is going cannot be 'delegated'. Furthermore, even if the partners accept the external 'solution', it can only be really sustainable if they are willing to become involved in its implementation. A third option is to work with someone outside the firm - not in the conventional sense of the 'consultant/client' relationship, but in a relationship which is more focused on a collaborative coaching approach. It is this third approach which might be relevant to Jane.

Figure 1 summarises some of the alternative options and some of the potential consequences of each. In this context it is suggested that Jane should work jointly with an external facilitator in order to engage the partners in the evolution of a shared vision. This shared vision would be developed out of an analysis of a number of possible future scenarios for the firm (and possibly areas of practice). The figure highlights some of the possible risks of other approaches - although several of these may be appropriate in different circumstances.

Figure 1 - Managing the Process Options and Some Consequences

Having identified a source of external help Jane began outlining to the facilitator how she planned to implement her strategy. First, she said, 'I believe we need to re-structure, second change our profile in the marketplace, and third, become the first choice for legal services in our geographical area' - what do you think?

'Well these are all relevant areas on which to focus. But let me outline a simple model I find helpful when navigating through change'. He began to draw Figure 2.

Figure 2 - 'Navigating through Change' Avoiding the Pitfalls

'The items in the boxes are the things which have to be in place for any significant change to be effective and sustained. A real pressure for change, leadership and a sense of shared direction, capable people with the right support, actionable first steps - what are we going to do first, together with effective monitoring of progress and finally effective rewards and recognition of those who are changing. One way you will know how you are progressing is to be vigilant of the signs indicated by the words below each box. For example, if you haven't provided a strong enough case - made explicit the 'pressure for change', you are likely to have disinterest. If you don't demonstrate how you are going to make the first steps on your journey - you will find high levels of frustration appearing, and so on'

So how does you initial plan of action fit with these ideas? 'Mmmm& ' perhaps re-structuring should not be my first priority - if we don't create a shared understanding of where we want to get to restructuring might make things worse - cause more confusion. Similarly I might need to be more explicit about how we should raise our profile and become first choice; otherwise I can see your point about frustration becoming apparent. - thanks'

To conclude, an external perspective can often be useful when planning and implementing major change. In this case the external coach helped Jane question her initial internal analysis. This could have been complemented further with some external benchmarking data, with data gathered from a 'practice diagnostic' questionnaire or with input gained from discussions with selected clients. Good analysis and well researched data are vital at this stage. But, by themselves, they are not sufficient. The facts might speak for themselves - but engaging partners in personal change will require more. But that is a matter for another day.

What have been your experiences of 'navigating through major change'?

Tom Kennie,Ranmore Consulting Group
T: 07050 351 649
Tom Kennie

Professor If Price,Sheffield Hallam University
If Price

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