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Much has been written about how to conduct a successful merger or acquisition of law, accounting, and other types of professional service firms. But, the sourcing, deal structure, and final [...]

Much has been written about how professional service firms win business, especially in today's tough times. However, most commentators fail to address the unique challenges that many firms face in [...]

Professional services is an execution game. This simple statement should make developing the firm's professionals one of the most important activities in any firm. Sadly, it isn't always the case [...]

[Editor's Note: The following is the second part of a two-part law firm leadership discussion. The first part appeared in the March, 2012 Of Counsel.] Gaining commitment to the firm's [...]

Byline: Robert J. Lees and August J. Aquila Our advice on how to resolve the performance issue comes from our work over the last 20 years in all sizes of [...]

The article discusses how firms can engage their partners and sustain it. It cites the need for the partners to understand themselves and the benefits of the firm. It suggests an active solicitation of the partners' opinion, providing a picture of what the firm wants to create and spelling out the personal upside of their commitment truthfully. It recommends the walking together concept to describe a whole partner group committing to make the vision a reality.

The article discusses some of the best practices of high-performing accounting firms. It includes having a clear vision and strategies to deliver sustained success, developing a deep client orientation and providing meaningful solutions, and having strong partnerships to police the firm's vision, values and strategies.

An excerpt from the book "When Professionals Have to Lead: A New Model for High Performance," by Thomas J. DeLong, John J. Gabarro and Robert J. Lees is presented.