Former Senior Partner of Slaughter and May, Chris Saul, delves into the use of subtle power in leadership. Topics include building consensus, maintaining independence, navigating loneliness in leadership roles, shaping board meeting agendas in soft industries, firm identity and strategy, and exploring consensus in leadership dynamics.
Slaughter & May's leadership model emphasizes equality among partners.
Transitioning to advisory roles requires broad perspectives and diverse networking skills.
Deep dives
Slaughter & May's Unique Leadership Model
Slaughter & May's model of leadership revolves around a long-established lockstep partnership structure where partners of the same vintage earn equally. The senior partner, elected by all partners, chairs the board and partners meeting, embodying a 'pater familias' role focused on managing the firm and client care.
Navigating Consensus and Change
Leading in a firm like Slaughter & May involves building consensus among partners who hold equal power, a delicate balance of patience, interest in networking, and political acumen. The firm's culture promotes collegiality and a sense of unity, driving consensus through intense debates and challenging ideas, ensuring everyone moves in the same direction.
Addressing Loneliness and Leadership Challenges
Chris Saul highlights the loneliness and tough decisions that senior leaders face, such as retirement discussions and conflict resolutions. Despite moments of isolation, the collegiate nature of the partnership fosters collective leadership and shared responsibility, with leaders advised to engage with trusted advisors for support and perspective.
Professional Evolution and Diverse Influence
Transitioning from a legal role to advisory positions, like Chris Saul, requires a unique mix of managing business dynamics and networking skills. Maintaining a broad perspective beyond legal expertise and engaging with diverse voices for challenging debates is crucial for sustained success and innovation within professional firms.
Chris Saul is the former Senior Partner of the UK’s most prestigious law firm, Slaughter and May. Laura and Tony explore how leaders use subtle power to build consensus among partners in a professional organisation. They discover some of the secrets of how Slaughter and May has evolved successfully over more than a century, and managed to retain its powerful position at the heart of the UK’s economy.