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By Paul Gilbert | June 2020
What should we require of our leaders in a post-pandemic professional services business?
In this note I share my thoughts on what I hope leadership can mean at this time, of all times.
These thoughts are based on twenty years of working with the most extraordinary people at all levels in the organisations that I have been lucky enough to serve.
From change projects, to mentoring, to training current and future leaders, I have had the privilege of working all over the world, from Singapore to Johannesburg, and in cities across Europe and North America too. I have seen brilliance and I have witnessed failure. All leaders come and go, but the mark they leave, good or bad, will stay in the memories of those they influence forever.
In a post-pandemic world, leaders have an even bigger responsibility than ever before to do the right thing and to do it well. In this very brief note, I share only the headline thoughts of what I know will be required. The detail is for each leader to create and to embrace.
What to measure:
1. Measure the difference people make and compare this to the difference you asked them to make.
2. Measure integrity
3. Measure kindness
4. Measure the impact of your leadership on your employees, employee families, shareholders, customers, suppliers and the communities in which you do business.
5. Measure how sustainable your activity is and plan to improve sustainability further.
How to lead:
6, Be vulnerable, be kind and be clear. Narrate your thinking and invite opinions before you decide things, not to support what you have already decided.
7. Engage continuously and thoughtfully with employe
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Paul is Chief Executive at LBC Wise Counsel, a business he founded in 2000 working predominantly with in-house legal teams and General Counsel around the world.
His focus is on impactful one-to-one mentoring, career counselling, supporting the strategic purpose and operational efficiency of in-house teams, and on designing and delivering residential skills development and leadership programmes.
Clients include international energy conglomerates, global life sciences teams and major banks, as well as a range of FTSE and smaller UK teams. He has designed career development programmes, mentored General Counsel and supported over 100 law firm panel appointment processes.
Before LBC Wise Counsel, Paul qualified as a solicitor in the UK in 1987 and was an in-house lawyer for 12 years including as General Counsel to two UK financial services companies.
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