You are not alone
Maybe you can recognize some of your own leader and company challenges, in the challenges and situations others have experienced? We have made a long list of inspirational examples of dilemmas that leaders face, which we help you overcome.
“I crave sparring on tough decisions, yet every time I bring up strategic challenges, I’m met with blank stares or conversations about immediate revenue goals.”
“Project sizes and profitability are stagnating because we rarely combine expertise from multiple practice areas, limiting the scope and value of our client solutions. What could a one-firm firm approach do for us?”
“Without a structured career path, conversations with promising seniors are ad hoc and vague, leaving them uncertain and disillusioned. I worry that this lack of clarity will push our top talent out the door.”
“Lacking a structured sales model, our revenue streams are unpredictable, making it challenging to forecast and plan for growth and daring to make the next hire.”
“I am concerned our top performing partners feel undervalued under the current remuneration system and are considering leaving for firms offering performance-based rewards. However, altering the model could disrupt our collaborative culture, turning partners into competitors instead of allies.”
“Too many seniors approach their roles with an ‘employee’ mindset, waiting for direction instead of actively contributing to our strategic goals. It’s draining partner resources and reducing leverage and growth.”
“Some of our past partner selections were overly optimistic, possibly because we overestimated both the candidate’s potential and our firm’s appeal. This misjudgment has led to painful splits setting us back years.”
“Our decision-making process has become slower and more complex, with too many voices and no clear structure. Important decisions are delayed, impacting our agility and performance.”
“Some partners see expansion as a leap forward, but others worry it could weaken our core business, diverting focus and spreading our team too thin, with low utilization in the new market.”
“Ambitious partners are frustrated by pervasive mediocrity; numerous inefficiencies and differences in earnings across practices are holding us back from excellence. It's creating tension in the partner group.”
“There’s a lack of trust and vulnerability within the partner group, with many feeling unable to express concerns openly for fear of conflict or judgment. This absence of openness stifles meaningful conversations and prevents the group from making progress as a cohesive team.”
"The assumption that profit will naturally follow technical excellence is leaving the firm vulnerable to competitors with a more commercial mindset. I fear we risk stagnation left to solve the low value, less important problems of our clients.”
"Our firm faces a pivotal decision: while merging with a competitor or securing investment could accelerate growth, it risks diluting our culture, values, and client trust. Time does matter and we cannot keep status quo."