What is collegiality and how does it work in practice? Empson & Morley speak to Jill Ader, Chair of executive search and leadership advisory firm Egon Zehnder. They examine how to create an environment of mutual support, cultural consistency, and equality among peers. Hosted on Acast. See acast.com/privacy for more information.

Barry Devereaux and Catherine Deane, Managing Partner and Chair of leading Irish law firm, McCann Fitzgerald, discuss the effectiveness of dual leadership structures in professional firms. They highlight the importance of having a support system, the significance of dual roles in leadership, and navigating leadership during the pandemic. They also provide advice for firms transitioning to a dual structure and emphasize the importance of conflict resolution and role dynamics in leadership partnerships.

How can leaders help their professionals prepare for the challenges and opportunities of post-pandemic professional work? Empson & Morley explore this theme with Nick Owen, Chair of Deloitte UK. They consider how hybrid working is calling into question some well-established “truths” about the nature of professionalism. Hosted on Acast. See acast.com/privacy for more information.

How do you create and sustain collaboration when you no longer meet each other face to face? Empson & Morley discuss this with Kirsten Edwards-Warren, Executive Vice President EMEA for Compass Lexecon. They examine the distinctive culture, systems, and structures the firm has developed to encourage collaboration and how it continued to thrive during the pandemic. Hosted on Acast. See acast.com/privacy for more information.

Philip Davidson, Global COO of KPMG, discusses achieving alignment in a global organization. They explore the tension between autonomy and belonging, referral and quality issues, the role of a global COO in a federated partnership, and mechanisms for consistency and accountability.

Sir Ian Davis, former Global Managing Partner of McKinsey and now Chairman of Rolls-Royce plc, discusses the differences and similarities between leadership in partnerships and corporations. Topics include the challenges of growth and scale in partnerships, hiring and culture in professional firms, balancing autonomy and management in partner relationships, the power of informal and formal power, seeking feedback, and debating growth versus shrinkage in professional management consulting.

Professional people can be notoriously reluctant to see themselves as leaders. Empson & Morley explore what can be done to support professionals making the transition from full-time fee earner to leader. They examine the myth of “authenticity” with Professor Herminia Ibarra, of London Business School, globally renowned expert in leadership identity and career transitions. Hosted on Acast. See acast.com/privacy for more information.

Empson outlines how a crisis changes the balance of power in professional organisations, but only temporarily. Morley explains the importance of adapting your leadership style as a crisis ebbs and flows. They interview Wim Dejonghe, Global Senior Partner of global law firm Allen and Overy, to find out how he has dealt with the Covid crisis.  Hosted on Acast. See acast.com/privacy for more information.

Empson gets a call at midnight from a client asking for advice as a potential leadership coup gathers momentum. Morley & Empson discuss the paradoxes of leading professional people, including the paradox of autonomy and control. When your “followers” don’t like being told what to do, how do you get them to do anything? Hosted on Acast. See acast.com/privacy for more information.

Professor Laura Empson and David Morley introduce their new podcast series ‘Leading Professional People’. Hosted on Acast. See acast.com/privacy for more information.