Leading Professional Service Firms
Your Course of Study
Led by a multidisciplinary faculty, you will examine the diverse factors that lead to the hiring of a firm and explore how winning companies motivate top talent and maintain a high client satisfaction rate. The intensive and comprehensive curriculum is focused on five pillars—Strategy & the Future, Talent & the Future, Individual & Organizational Change, Leading Internally & Externally, and Putting It All Together.
Curriculum topics include:
Many firms are about 30 years behind in their appreciation of human capital and talent management. Through the newly expanded and highly integrated curriculum, you will examine the strategic challenges that are reshaping the nature of client service and the business environment:
- Where are you going, and what's your strategy for moving forward?
- How will you organize the work to leverage your existing talent?
- How will you judge people, and how will you know whom to pay?
- How do you get folks who are individual contributors to work effectively in teams?
- How do you leverage your time and energy more effectively when managing others?
- How can you be more effective in teams and also have a life outside of work?
- Why are your engagement scores so bad?
- Is it enough that your numbers are still the same?
- Are you avoiding the tough conversations that you need to have?
Leading with impact
- Would your subordinates choose you as their current boss? Why/why not?
- How can you make a difference in the lives of the people you lead?
- How will that difference affect their leadership style and the future of the firm?
New topics include:
Partnerships are being used more and more as organizing and governing structures. What do we know about governance in professional service firms?
Barriers to entry are virtually nonexistent. How will this phenomenon change how we compete in the personal service firm arena?
Talent management has never been more important. What are the options, opportunities, and warning signs when firms are losing their way? How can they get back on track?
Many leaders are struggling to create cultures that are inclusive, supportive, and collegial. What are the most successful firms doing to develop leaders who actually make a difference and really manage?
Professionals continue to face unrealistic expectations for achievement. What can be done to assist professionals so they are productive late into their careers and do not plateau?
Leaders are working harder with less effectiveness. What does it mean to be an authentic leader? How can leaders bounce back when they lose their way, and mentor those who are less productive?
Organizations are fleeing from performance evaluations. How can leaders judge people? How will they know whom to pay?
A Typical Day at the NEW LPSF Program
Each day, you and your peers will hit the ground running. The learning begins during small-group breakfast discussions with faculty on the latest research, followed by open presentations led by a specific faculty member. After a short break, the faculty will present all-new global cases and interactive lectures on today’s most relevant topics:
- Serving Clients in 2017 and Beyond
- Technology and Big Data
- Power and Influence
- Leading with Purpose
- Strategy Design and Implementation
- Why Smart Professionals Resist Change
- Managing Change
The day concludes with Discussion Group Reflections during which you and your peers share diverse insights and feedback on the related cases, lectures, and exercises.
Special sessions include:
Post-dinner presentation—an in-depth look at three major challenges and opportunities facing the global economy.
"Tip of the Iceberg" simulation—a hands-on exercise in exploring the assumptions that executives make when communicating without enough information.
Marketing deep-dive—a half-day is devoted to the latest strategies in digital marketing, social media, and direct mail.
Big data—the importance of big data and artificial intelligence in recruiting and managing talent in a professional client service firm.
Client panel—a brand-new exercise to help you break down the barriers that exist between the client and adviser and understand the realities that determine how clients select an adviser.
Personal case—participants will write and present their own cases for group discussion and then receive consulting feedback from faculty.
Immersed in small group exercises, you will address timely questions like these:
- What are the three biggest challenges and opportunities facing business today?
- How do you align both the individual and the organization?
- What does it take to manage a global firm today versus 10, seven, or four years ago?
- How do you create an intimate culture that hits the numbers and builds relationships?
- What is your model for leading inside the organization and externally with clients?
- How can you leverage your time and energy more efficiently?
- What is the difference between visible and hidden teams?
- What is the legal aspect of collaboration within a professional service firm?
- What approach should you take in the context of the ongoing war for talent?
- Are more up-to-date compensation models working well in the current economy?
- How do organizations stay aligned through the ebbs and flows of business?
- Can you really change yourself, an organization, and an industry?