As I look across the landscape of leaders that I work with, I continue to search for a role model. I sometimes think that there are a lot of folks with Charles Barkley syndrome - "I am not a role model."
I remember during one performance review period I received the feedback that since I am a sr. manager, I need to act like a firm leader. I have an easy going get along with everyone type of personality, so I took this to mean that I should not fraternize with the staff. Keep in mind that I am the guy that when hired in as a Manager spent his first weekend going to a club with the Business Analyst class. (Now those Analysts are either back with the firm as Sr. Consultants or have moved into industry in fast track positions).
An effective leader in today's day and age breaks down the imaginary line of hierarchy that exists between the levels. I've worked with leaders that want to establish, "I'm the king, you're not. Now that we have the lines of authority clear between us, that gives me the right to throw up all over you." I've also worked with leaders where the title is just a title. They work collaboratively with you and if they walked into a room, you would admire their authenticity and not their title. The question to put out there is - What leadership style would you think is encouraged vs. what leadership style is more effective?
Here is my opinion. I am of the belief that the management consulting profession needs to make future business leaders and executives - not just good consultants. Today's executives are authentic leaders where a title is a title, but in the end that's all it is. In some firms, I think they get that. In my observation, I think that partners make good salesmen or consultants - not all of them necessarily make good executives. If you find a role model that is a both a good consultant and good executive, make sure you learn as much as you can because he or she is a rare find.
I remember during one performance review period I received the feedback that since I am a sr. manager, I need to act like a firm leader. I have an easy going get along with everyone type of personality, so I took this to mean that I should not fraternize with the staff. Keep in mind that I am the guy that when hired in as a Manager spent his first weekend going to a club with the Business Analyst class. (Now those Analysts are either back with the firm as Sr. Consultants or have moved into industry in fast track positions).
An effective leader in today's day and age breaks down the imaginary line of hierarchy that exists between the levels. I've worked with leaders that want to establish, "I'm the king, you're not. Now that we have the lines of authority clear between us, that gives me the right to throw up all over you." I've also worked with leaders where the title is just a title. They work collaboratively with you and if they walked into a room, you would admire their authenticity and not their title. The question to put out there is - What leadership style would you think is encouraged vs. what leadership style is more effective?
Here is my opinion. I am of the belief that the management consulting profession needs to make future business leaders and executives - not just good consultants. Today's executives are authentic leaders where a title is a title, but in the end that's all it is. In some firms, I think they get that. In my observation, I think that partners make good salesmen or consultants - not all of them necessarily make good executives. If you find a role model that is a both a good consultant and good executive, make sure you learn as much as you can because he or she is a rare find.
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