Few Leadership Lessons

What is Thought Leadership:

Third-party recognition: Has achieved acknowledged mastery of a particular function, sector, or 
other area of expertise. Is cited in publications (press, trade, client) and perhaps asked to speak and
participate in public and private events (e.g., industry conferences, client offsites, etc.). 

 Sought after: Clients actively seek out his views, and involve him in important strategic and 
operational discussions. Is also sought after by past clients and when in-between engagements, not
just when there is a paying assignment. 

 Influence: Through the strength of acknowledged judgment and expertise, is able to influence client’s 
perspectives, views, and decision-making. 

 Effective solutions: Works with her team to craft tailored, innovative solutions that truly work for 
the client. Occasionally breaks the mold or goes against the grain and recommends something that 
pushes the client in a new or different direction. Willing to buck conventional wisdom. 

 Intellectual capital development: Tangibly contributes to the enhancement of current service 
offerings and/or the development of new ones. With her team, creates knowledge that becomes part
of the firm’s IC. Publishes and/or speaks to codify and communicate her ideas

Firm Ambassadorship

Service offerings: Has a broad understanding of the firm’s service and product offerings. Knows 
enough about what the firm does to represent that capability in first meetings, and to manage subject 
matter experts on a team. 
 Firm network: Has developed a strong network of relationships within the firm. These would 
include relationships with key individuals in a variety of areas, such as practice/sector leadership, 
delivery capability, “branded expertise,” geography, and relationship management capability. 
 Firm first: Can sell the firm as opposed to just herself. Demonstrates a belief that clients are clients 
of the firm and not owned by any one individual. 
 Sharing the relationship: Demonstrates a willingness to allow others into the relationship. Actively 
seeks out and draws in colleagues who may, on an ad-hoc basis, help add value to the relationship

Relationship Management Skills

Winning the sale: Is able to consistently convert leads into paid projects, programs, or transactions. 
Can analyze a client’s buying network and develop strategies to help meet each player’s business and 
personal wins. Mobilizes the right team and set of institutional resources for each sales opportunity. 
Successfully negotiates the commercial aspects of the contract with the client. 
 Many-to-many client network: Works with his/her team to plan and build many-to-many 
relationships with the client. Creates multiple sponsors/supporters within the client organization, so 
that the departure of a single executive will not result in termination of the commercial relationship. 
 Account planning and development: Together with the team, develops annual client plans. Meets 
periodically with the core team to review, reflect, and strategize about how to improve the 
relationship and serve the client. Seeks client feedback on the firm’s performance. Follows up on 
agreed actions and ensures team members meet their commitments. 
 Agenda setting: Understands and can articulate the client’s most critical issues and challenges. Is 
forward looking--doesn’t just react to client requests, but actively works with the senior client to help
define his/her agenda. By building trust, has earned a “seat at the table” for the firm when important 
strategic or operational issues are being discussed. 
 Value: Forecasts, delivers, and communicates value to the client. Can articulate core value and 
personal value: Both how the team is delivering against contracted-for results, and also how the team 
is adding value to the key executives it is working with.