In professional services, promoting your best people into management is standard practice. It makes sense. They've earned it.
What follows is often an unspoken expectation that leadership will come naturally. It doesn't always. Technical excellence and leadership capability are different skills, and very few people are taught how to make that shift well.
It's not a people problem. It's a skills gap. And it's costing you more than you realise.
For 27 years I've worked with senior leaders and their teams in law firms, accountancy practices and insurance companies.
My approach isn't about changing who your people are. It's about giving them the language, perspective and behavioural skills that leadership actually requires.
This is what enables them to deal with issues early, lead with confidence and create the kind of firm you set out to build.
Every firm is different
I don't arrive with a fixed formula. Sometimes that means working one-to-one, with a team, and at times with the whole leadership group. Often it's a combination.
Whatever form it takes, it's practical, tailored, and you and your people leave knowing exactly what to do differently.
"Gail's ability to assist you in finding solutions is highly valuable, particularly as an ally to people in senior leadership roles." Kate Ashcroft, Partner, Ashcroft Mitchell McGregor Workplace Lawyers
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