Where_Am_I_Going,_and_How_Do_I_Get_There_

Where am I going, and how do I get there' Reflecting on the Learning from the Managing Professional Services Firm Course It would seem nowadays that no self respecting exec level presentation is complete without the (over)use of a Sun Tzu quote, but there is one that comes to mind that summarises the major take-aways from the course. "The general who wins the battle makes many calculations in his temple before the battle is fought. The general who loses makes but few calculations beforehand”. Having taken part in the course with a view to moving into management and strategy consultancy, the course has given me an insight in three areas in particular that I had not considered to be as important as the quality of output and productivity of a professional. These are, considering how a professional deals with their environment, their own profile in the business, and finally how they tackle leadership and the deliberate efforts required to ensure the success of their goals (which may or may not be achieving partner status). These thoughts have led me to develop the following model that I believe will act as a roadmap to assist me in my move into and development through a consultancy firm. The Choice: Finding the right company for you (Environment) The case studies have revealed how important it is to pick a company that fits with one’s own personal paradigms, values and ideas of the work life balance. The aspects that I have identified as being differentiators of particular importance, and are actors that I will include in my search for a firm that ‘fits’ are: Knowledge Management – The firm’s competitive strategy determines the nature of consultancy work to be conducted, hence the type of work one wants to conduct will determine the nature of the company they want to work for. Is the strategy one of Codification e.g. reusing knowledge assets (Accenture), or Personalisation e.g. customised solutions for unique problems (McKinsey). Although the results driven nature of the ‘codification’ approach is always appealing, pushing the forefronts of current practices with unique and individual solutions captures my imagination.   Implementation of Cravath Model – The second decision involves whether one wants to work for a company that implements the Cravath model, where the ‘up or out’ policy provides clear progression (BCG), or whether the belief that the ‘mainly out’ policy and the associated loss of knowledge creates too much pressure on individuals and the organisation, hence leading to the decision to work for a firm that does not implement it (Bain). My belief is that the introverted nature of the model that focus’ on individuals’ personal needs rather than the needs of the market renders it ultimately unsustainable and would gravitate towards a lack of ‘up and out’. Fitting in the Right sector of the Partnership Matrix – Where this is possible, if the ultimate goal is reaching partner level, ascertaining the nature of the dynamics between the partners will allow you to position yourself in the right firm. Do you want to be a part of a smaller firm, a band of brothers with high individual commitment and low managerial control, or a highly controlled group of mercenaries' My experience is that the greatest success is achieved when ‘mutual self-interests’ align, and as a result would tend towards firms with lower managerial control, but not to such an extent that there is no sense of direction. The importance of the firm choice is further emphasised when considering Rob Parson’s situation as part of the Morgan Stanley case study. Although Rob was eventually promoted, the question that still exists is, how happy would Rob be having to fundamentally change his behaviour to adapt and how happy happy he would be to do so in order to fit and make himself more promotable. Maybe picking a firm that was more of a ‘fit’ for his personality would increase his chances of development and personal success. But maybe in this instance, Rob’s opportunity to change the culture was what was more enticing to him. Either way, if the choice is deliberate, it is probably the right one for Rob. Development: Grooming yourself for the top (Personal Profile) “Know your enemy and know yourself and you can fight a hundred battles without disaster” (Sun Tzu.... again) Understanding how others perceive you as a professional is imperative for development through a firms ranks. Deliberate management of one’s image, is not something that I had considered was as imperative for success within a PS firm (whether this is adjusting body language and attitude, or buying the right watch). It appears that achievements alone are not enough for ultimate success: From expert to ‘Trusted Advisor’ – The commercial nature of my work so far has necessitated the development of empathic skills, and hence I feel that I am able to understand issues and find the relevant solutions. However, the fact that I have never thought of deliberately developing my professional identity (believing instead that charisma and ability will lead towards success) means that I may not have been able to command the necessary respect in my work despite my achievements in my previous roles outside of PS. I now understand that ‘looking’ like a senior professional and making it all look easy, allows others to see you as the ‘trusted advisor’ and not just a problem solver. Picking Mentors and Role Models – People like to be in the presence of those like them. Picking mentors and role models thus serves two purposes. Apart from the obvious choice of modelling yourself on successful professionals to help you progress, it may not also be beyond the bounds of reason that the individuals you model yourself on start taking a liking to you as well. This technique may also serve as a networking tool (one of the most important factors of success and one that is concurrent in all the case studies). Self Change – The hardest part of development (given that people are naturally resistant to change) is understanding that there are certain personality elements that one must change in order to succeed. Although I have always seen this as a ‘dilution of one’s true self’, learning and ‘adding’ to your armoury the traits of a successful professional may not be a bad thing as long as it is a conscious decision to help you achieve your professional and personal goals.   Staying in touch: Managing professionals when you get to the top (Leadership) In the film ‘The Empire Strikes Back’, Luke Skywalker’s wingman, Dak, facing another confrontation with the dreaded Empire, states ‘ Right now I feel like I could take on the whole Empire myself’. In the film, Dak is shot down and killed 2 minutes later..... The success paradox of ‘Insecure Overachievers’ - We need others around us to succeed, but the final and most challenging question that the course has raised is the innate paradox between the success of insecure overachievers and the qualities of a good manager. Massaging other egos without the appearance of ego and desire for power whilst simultaneously not needing someone over your shoulder to massage your own is the sign of true confidence (and not necessarily characteristics associated with IAs) For those who do not belong to the IA category (‘unfortunately’ I do not put myself in that category), the question they must ask is whether dealing with such personalities on a day to day basis proves too abrasive. Controlling Key Resources – To maintain the respect of professionals, controlling key resources such as clients and expertise are imperative, as positional power is not enough to command respect as it is in corporate (which is where the majority of my experience stems from). This is why staying in touch with the field of expertise is crucial to ‘staying in touch’ with the business. Although some strive to reach ‘partner’ level, making the grade in this day and age with larger numbers of partners laid off in times of economic turmoil, resting on your laurels is not something that can be afforded. Inspiring Loyalty and Commitment – Although I have mentioned that the ‘appearance of a being a professional’ can be as important as the quality of output, ultimately in my mind this does not act as a substitute. An individual (and most certainly the firm his is working with) can only go so far on BS. To achieve excellence, one’s output must have been of a level to command respect. Loyalty and commitment of others (and the shift in role to that of a mentor) comes about only after significant successes. Conclusion Although I am still in the process of finalising the direction that I wish to take with regards to my future, I feel that the aforementioned thoughts are an excellent precursor to making the right decisions about my future, and indeed whether this actually lies in professional services. Onwards and upwards' Most certainly.