Most companies operate on a set of policies: mandated vacation days, travel guidelines, standard work hours, annual goals. But what happens when a company looks less to control and more to trust?
In my 20 years of working with professionals, there are 3 things that consistently matter in making partner. Most people think that the only thing that matters is revenue targets but that is not the case. For most firms, revenue is only one part of the three-legged stool.
How you approach networking might be the key to your success at it.
Scenario #1: Arlene is a new Partner in a professional service firm. Being part of an evolving service line, her success so far was largely dependent on her technical expertise, client service excellence and ability to deliver high quality work on time.
I serve on the board of the International Coach Federation (ICF) Toronto Chapter. We held our annual coaching conference in February this year. The theme of the conference was ELEVATE.
As I sat through the conference of more than 200 coaches listening to our wonderful speakers, I reflected on the theme and what it means for leaders and coaches.
Strong leaders will place themselves at the helm and provide their people with the guidance they need to thrive through change, uncertainty, and an unpredictable future. As our way of looking out for the health and wellness of you and your team, we have put together several resources to assist you.
Leadership is tough no matter where you work. Let’s face it, work is a complex place and getting more complex every day. Expectations of leaders are high. Management literature has ensured that.
A great practice leader can have an exponential impact on a practice. I have watched many practice leaders in a few short years build a practice from just one partner to ten or fifteen partners.
I’ve been having a lot of conversations with clients lately about how to create a culture of trust. Here’s a four-part “test” to see how well you’re doing on that front.
The ever-increasing presence of knowledge workers (people who know more about what they are doing than their boss does) presents challenges to modern-day leaders that their counterparts in years gone by were not called to address.