As I sat down recently for a deeply engaging conversation with my friend and esteemed colleague, Gabrielle Forbes, I couldn't help but reflect on a pervasive challenge I've observed spanning my years in the law and business: ego.
In the pressure-cooker environment of professional services, where intellect and competition dance a fine line, ego can either serve as a driving force or become a career-stalling impediment. Over our discussion, Gabbi and I explored how unchecked ego can undermine leadership, especially in the uniquely collaborative world of law. Our conversation was not just about the theory of ego in leadership but about real experiences and strategies to foster genuine collaboration and growth in competitive environments. Here’s a dive into our dialogue and the insights gleaned on the perils of ego in professional success.
Ego and Leadership in Professional Services
Our conversation pivoted to an intriguing examination of ego in leadership, especially in the context of legal and other professional services. As Gabbi pointed out, leading in this arena differs fundamentally from leading in a corporatised business. Partners are not just employees but owners, each with a unique brand and vested interest in the firm’s success. In such an environment, ego-driven leadership can easily alienate instead of unite.
Gabbi articulated that effective leadership in law is more about representation and collaboration than command. It’s about understanding every partner's perspective, fostering a collaborative environment, and ensuring that all voices are heard, rather than imposing a singular vision. The challenge is not in making decisions—that's expected—but in ensuring that the reasons and interests behind decisions are transparent and resonate with the wider group.
The Myth of the Front-Leader
A critical realisation that both Gabbi and I shared is the changing nature of what it means to be a leader. The traditional notion of a leader as a charismatic, decision-making juggernaut is evolving. More and more, effective leadership involves stepping back, listening, and encouraging other voices. It's a shift towards the empowerment of individuals within the team, allowing for more democratic decision-making processes.
Ego, then, becomes an obstacle when it turns into self-interested decision-making. Gabbi emphasised the peril of a leader assuming they are the smartest in the room or that their opinions are infallible. In truth, the collective intelligence of a diverse group tends to outperform singular viewpoints, especially when everyone feels like a valued contributor.
Empathy and Succession in Leadership
One of the enlightening parts of our discussion revolved around the need for empathy and the art of succession planning in leadership. From the standpoint of retaining high achievers and preparing the next generation of leaders, it’s essential to invest in people as you would a business. Gabbi and I talked about how law firms need to evolve past the survival-of-the-fittest ethos and instead cultivate environments where high performers see clear, attainable progress paths.
An understanding leader recognises the importance of autonomy, respect, and honest communication - values which align with empowering high-performing individuals to realise their aspirations without the artificial constraints of traditional hierarchical systems.
Flexibility and The Future of Law
As we look towards the future, I questioned Gabbi about the role of AI and how technological advances are reshaping the legal landscape. We agreed that ignoring such change is not an option. Instead, embracing it as a tool for efficiency and accuracy is paramount. Just as the Internet revolutionised the accessibility of information, AI stands on the brink of transforming how legal services are rendered.
Reflecting on our conversation, I was reminded that the journey through professional life is as much about personal growth as it is about professional achievements. Ego, if managed well, can be used for positive momentum in a career. However, unchecked, it becomes a barrier not only to personal development but to the integration and success of the team as a whole.
My dialogue with Gabbi was a crucial reminder that leadership is not about who stands in front, basking in their own glory, but about who works behind the scenes to build an inclusive, empowered, and cohesive team.
Thank you to Gabrielle Forbes for a candid and inspiring dialogue.
I regularly share short insights on mediation, negotiation and all things leadership. From how to optimise success in negotiations, to the skillset required to sustain high team performance and promote resilience. I share these video reflections, drawing from my experience both as a former leader in professional services and now as a mediator and leadership coach.
"Damien is an incredible Mediator. He is experienced, is always across the brief and has a depth of legal knowledge that can assist the parties to navigate even the most complex issues to reach a resolution. Damien is my first choice for any Mediation, especially for vulnerable plaintiff’s feeling overwhelmed by the process as they are immediately comforted by his affable and empathetic nature.”
Damien was engaged as an Executive Coach in our business to navigate a half-decade of poor habits, realign our leadership team and position us for a strategic exit.Facilitating an executive workshop was instrumental in resolving internal conflicts and realigning us to a collective focus on future opportunities.
I have especially appreciated your logical and calm approach to problem solving, and I have valued your methodical and composed demeanour in tackling complex issues. You have not only equipped me with effective strategies but also instilled a sense of confidence and clarity in my own decision making processes.
