Tag Archives: Organisational leadership

Billable hours, the not so Holy Grail of professional service firms

When monthly billable hours are up everyone is happy, especially the partners. Managers and staff who are billable high performers are the ones that get ahead; they are the firm’s high potentials. Over many years and in several countries we have seen this across numerous firms. When this focus on billable hours becomes dominant we have also seen the following problems that have resulted in poor financial performance and even the demise of a firm.

  1. Who does the work? Partners, and senior associates, in order to meet their own billable hours targets, are doing work that is below them, they are doing work that should be performed by more junior staff. This is detrimental to staff development and even more crucially firm profitability.
  2. Short term client focus.       There is more concern for next month’s billable hours than next years. This can lead to customer relationships being more transactional and transient in nature, in todays more competitive landscape this is a flashing red light for many firms.
  3. Siloed mentality. Partners and managers have little practical or intellectual concern for the firm as a whole instead focussing solely on their own division. In this case the firm exists only to provide some administrative economies of scale for its divisions that then operate as independent business units.

There is no dispute that billable hours are important, however billable hours will only ever be a lag measure. The most successful firms are the ones that focus on next years clients and how best to meet their needs. There are two keys actions they take to do this.

Talent and succession management. They develop and promote partners who can think strategically, work collaboratively and inspire their key stakeholder to achieve great things together. One firm we have worked with to achieve this went from being a top 20 English firm to a top five global firm over a 10 year period.

Client focus. They develop a real value for clients and all things relating to client needs in the immediate to mid and long term. Managers and staff are empowered to make decisions that benefit their clients. Client’s needs are anticipated so solutions thinking is pro rather than reactive.

In todays environment firms that focus on having the best client focused leadership will succeed ahead of their competitors. Firms in the mid tier that are large enough to have critical mass but smaller enough to be flexible are in the best position to do this. All too often it is also these mid tier firms that are most likely to fall into the short term billable hours trap.

By Simon Tedstone

Director – Leading Change Consulting

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Narcissism and confidence, it can be a fine line

The more narcissistic a CEO the more likely it is their organisation’s share price will lag behind their competitors.  This was the finding of the Macquarie School of Management after reviewing 18 months performance through to March 2013 (reported in last weeks Australian Financial Review).

These finding surprised some who feel that, particularly in more challenging environments, a leader who has a strong ego is essential to success.  When the interviewer Andrew Denton asked the former Australian Prime Minister Bob Hawke “How important is it to have a healthy ego? Hawke responded “Well look if you haven’t got confidence in yourself how in the hell can you expect other people to have confidence in you?”  Hawke makes a very good point but the key to understanding this is when does confidence become arrogance and then narcissism.  The answer lies in the leaders motivation, is it all for themselves or is it for overall success?

Narcissistic leaders have a common focus with leaders who are at the other end of the scale, i.e. those who are afraid.  The number one priority for both is a concern for how they will be perceived by others (see table below).  It is this personal priority that will derail their impact on organisational performance.  They will do things for the wrong reasons and they will not be trusted by others; two key issues that will hamstring their ability to add value.  While it is easy to weed out leaders who are afraid it is more challenging to identify the narcissists, particularly in business scenarios that require strong and confident leadership.

Frame of Mind

Afraid

Confident

Narcissistic

Main area of concern

Themselves

The organisation and others

Themselves

Score

1

5

10

A confident leader will not be afraid of taking a stance for the wider good, they will seek the input of others, they will be happy to explain themselves and when they do get it wrong, they will have the confidence to admit so.  The old adage that a good leader will talk about themselves when addressing poor performance and the collective when referring to successes is always a good indicator.

By Simon Tedstone

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Poor leadership will cost Australian organisations dearly

“Only one in four employees in Australian workplaces believe their managers do a good job,” These findings are the result of a new survey into management by the Centre for Workplace Leadership, a federally funded research centre at Melbourne University and reported in today’s Age newspaper.

Three quarters of staff think they are poorly led.  This has huge ramifications for organisational performance.  Change management, evolution, innovation and restructuring are all things that need to happen to ensure survival let alone success and they all depend on good leadership.  If people do not believe in their leaders these activities are going to be less successful at best and utter failures at worst.

Why has Australian corporate leadership fallen to such a low point?

The wrong people are being promoted and recruited.  Many organisations don’t know or understand what skills and abilities they require in their middle to senior roles.  Furthermore even if they do have some concept of what they need they are not good at assessing potential leaders for it.  Too many organisations are simply putting high potential selection and promotion down to an online survey and good internal relationships.

When new leaders start their roles they are not always set up for success.  They are not supported or guided and helped to understand how their new role requires different abilities to their previous one.  With this lack of “on boarding” new leaders will be inclined to simply keep doing what made then successful in their previous role, after all it helped to get them promoted.  This means new senior leaders (and very often not so new ones as well) keep working at a micro level within the organisation rather than moving to a more macro focus.  This again can be a major impediment to organisational evolution and innovation, i.e. the organisation gets left behind.

Due to a variety of reasons Australia has escaped the worst of recent global financial trends.  However, Australia is no longer in the fortunate economic position it was several years ago.  This is at a time when many of Australia’s global competitors are finally moving forward economically after years of stagnation.  This is a time when Australian businesses need to be well lead, from the top and within.  This is not a time to take a tick in a box approach to high potential identification and promotion, this is a time to do it properly to get the best leaders, deliver the best organisational performance and ultimately the best shareholder return.

by Simon Tedstone

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Poor leadership will cost Australian organisations dearly

“Only one in four employees in Australian workplaces believe their managers do a good job,” These findings are the result of a new survey into management by the Centre for Workplace Leadership, a federally funded research centre at Melbourne University and reported in today’s Age newspaper.

Three quarters of staff think they are poorly led.  This has huge ramifications for organisational performance.  Change management, evolution, innovation and restructuring are all things that need to happen to ensure survival let alone success and they all depend on good leadership.  If people do not believe in their leaders these activities are going to be less successful at best and utter failures at worst.

Why has Australian corporate leadership fallen to such a low point?

The wrong people are being promoted and recruited.  Many organisations don’t know or understand what skills and abilities they require in their middle to senior roles.  Furthermore even if they do have some concept of what they need they are not good at assessing potential leaders for it.  Too many organisations are simply putting high potential selection and promotion down to an online survey and good internal relationships.

When new leaders start their roles they are not always set up for success.  They are not supported or guided and helped to understand how their new role requires different abilities to their previous one.  With this lack of “on boarding” new leaders will be inclined to simply keep doing what made then successful in their previous role, after all it helped to get them promoted.  This means new senior leaders (and very often not so new ones as well) keep working at a micro level within the organisation rather than moving to a more macro focus.  This again can be a major impediment to organisational evolution and innovation, i.e. the organisation gets left behind.

Due to a variety of reasons Australia has escaped the worst of recent global financial trends.  However, Australia is no longer in the fortunate economic position it was several years ago.  This is at a time when many of Australia’s global competitors are finally moving forward economically after years of stagnation.  This is a time when Australian businesses need to be well lead, from the top and within.  This is not a time to take a tick in a box approach to high potential identification and promotion, this is a time to do it properly to get the best leaders, deliver the best organisational performance and ultimately the best shareholder return.

by Simon Tedstone

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