It is a privilege to be recognized as a leader and have the opportunity to drive a firm, a practice or a group in the right direction, providing orientation and building integration at the same time. It can be a very fulfilling experience.
However, the life of a leader can become challenging, lonely and frustrating. The causes might include an awareness of disgruntlement or concerns on the part of those being led, who:
- do not know where the business is headed;
- feel uninformed or lack advice/encouragement;
- perceive a lack of fairness in dealings with partners;
- experience difficulty in accessing and communicating with leaders;
- are not consulted or not able to participate in decision-making;
- sense a lack of accountability within the partnership (including dealing with underperformers);
- fret over internal competition versus integration;
- see issues remain unresolved (allowed to fester) and decisions made too late; and/or
- are skeptical of the capability or decisions of leaders.
Or, they may be the frustrations of the leader due to:
- stress and lack of time;
- the need to deal with matters that should be resolved by others;
- an inability to evaluate certain issues outside their area of competence;
- isolation and having to make decisions alone;
- unawareness of what is going on;
- interference by spoilers, lack of accountability and those who don’t play the team game;
- politics and “politicking;” and/or
- excessive conflicts/cultural differences.
Are any of these familiar? The tendency is for a leader’s frustrations to be exacerbated by the knowledge that their partners or constituents are themselves frustrated or unhappy.
Self-imposed and painful loneliness occurs when a leader incorporates the idea that they have the responsibility to resolve problems by themselves. Successful leaders know when to request assistance and do not feel any qualms in that regard. They also know when to advance alone when it is their preference or duty.
Abiding by these four tenets should allow a leader (in this case in a firm of partners) to feel engaged and confident while largely overcoming the challenges and frustrations mentioned above:
1. Surround yourself with a competent team
Thieves of time are often inefficiencies of subordinates or resolving issues that should be performed by others. Data and information for strategic and operational decision making should be provided by a professional support team, and its quality will depend on the competence of that team.
It is a common mistake to economize on professional support even though its cost is always much less than the time of a leader who is distracted due to the lack of support. Surround yourself with the best talent!
2. Manage the partners
In a partnership, partners are “owners” and want to be consulted on decisions. The partners take on responsibilities for practices and performance and, together with the professional support team, conduct the day-to-day business. Hence, a leader should focus on managing the partners—if they are motivated and performing, there is a good chance that things are on the right track.
In doing so, the leader should exert efforts to:
constantly communicate with the partners and build trust;
ensure that the partnership is integrated and partners are pulling in the same direction as a team;
be perceived to be fair and balanced in decision making and in treatment of partners;
provide orientation on partner roles and responsibilities, monitor performance and ensure accountability; and
resolve conflicts and disputes on a timely basis.
Lack of strife = happy life!
3. Timely decision making
Leaders sometimes suffer to make decisions—they are unsure or search for perfection and by the time a decision is made the train has left the station and circumstances have changed. There is never a perfect decision, and the costs of delays often outweigh the risks of moving forward. Better a decision than an eternal discussion!
While the leader frequently needs to make a decision, it is usually based on an evaluation of facts and alternatives and, as necessary, consultation with others (e.g. Board, Executive Committee or other partners). Responsibility yes, isolation no!
4. Have a mentor or trusted advisor(s)
Smart leaders will be sure to have one or more persons in which they confide and can consult with periodically. There are leaders and managing partners who have “coaches” or “mentors” with whom they share ideas, discuss issues and look for advice. The coach or mentor is usually someone external to the firm who can give objective opinions based on similar experiences and/or knowledge. There’s nothing better than to brainstorm with a peer rather than struggle with issues on your own.
Sometimes, a leader will wish to support their ideas or proposed actions for the firm or practice area with independent advice or opinions. In this case, they may propose hiring an advisor or consultant to provide such support. This builds trust, depoliticizes issues and ensures objectivity.
The bottom line is to confront the challenges of leadership with enthusiasm and not in isolation—there is no need to be a lonely leader!
Meet the author
Leon Sacks is a trusted international executive with over 30 years’ experience in consulting and law firms. He is based in Miami and currently advises firms on business strategy and operations with a focus on the Americas. He has worked extensively in Latin America and is fluent in Portuguese and Spanish. “The Lonely Leader” appeared in the Edge Insights at edge.ai, and is reproduced here with permission. Contact: leon@edge-international.com
Information is current to May 1, 2025. The information contained in this release is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act upon such information without appropriate professional advice after a thorough examination of the particular situation.
Contenue associé
