Articles

On the eve of Chinese New Year of Horse, I remember decades ago when a client of mine was to visit China to meet prospective joint venture partners. He asked me for advice. Other than the essential business practice pointers, I wanted to highlight something about local cultural practice, so I said, “This is a very hospitable nation, and a relationship and connection society. Small gifts are often an effective gesture of good will which help to build relationships.”

High-potential leaders are promoted — but are they equipped to make decisions that actually move the organisation forward? And how can coaching help them develop not just personally, but in ways that truly advance the organisation?

This is the second paper in our Partnership Firms Governance series. This time, we turn the focus to how Partnership Boards can raise their game — becoming not just stewards of the firm, but true catalysts for performance, culture, and long-term value.

Imagine this scenario:

You're preparing to step into a senior leadership role—maybe you're on the cusp of becoming a Partner, joining the Senior Leadership Team, being considered for the C-suite, or taking a seat on the Executive Board.

Over the years, we’ve had the privilege of working closely with many partner-led organisations; we have supported their leadership development, helped them navigate transitions, and guided as they shape cultures that endure.

In 2019, I was traveling through Africa for client work when I met a fellow traveller whose story has stayed with me ever since.

Once upon a time, I was with a prospective client for what was supposed to be the final sign-off for a project we had been pitching. I sensed they had concerns. Something in the room felt uneasy. Yet instead of pausing to ask the personal question — “I can see you have some concerns. Let’s step back, and I’d love to hear what’s on your mind and what I can do to build confidence” — I pressed on with content and process, hoping that would reassure them.

Looking back on the first seven months of 2025, perhaps you too have felt caught in a whirlwind of decisions, deliverables, and deadlines. In all that momentum, it’s easy to forget that one of the most powerful tools in leadership doesn’t come from dashboards or strategy decks — it comes from within. It’s self-awareness, cultivated through reflection.

As a leadership advisor and coach, I often begin conversations with clients around familiar themes: leadership mindset, talent development, and culture transformation. But increasingly, a deeper topic surfaces—artificial intelligence (AI). It may not be the starting point, but it's almost always in the room. Quietly, but powerfully, it is reshaping the conditions in which leadership operates.

It was a crisp Saturday morning when I witnessed a powerful exercise in strategic thinking. A local vicar, faced with declining congregation numbers and waning appeal of church gatherings, gathered a small group of volunteers to brainstorm solutions. The church community, once thriving, was now struggling, and they needed a way forward.

In the dynamic business world of today, the journey to success often feels like a solitary one, particularly for women. We're taught to be self-reliant and to prove ourselves capable. And yet many women are also highly skilled at offering support to others – perhaps guiding a colleague, sharing advice or mentoring someone just starting out. However, when it comes to asking for help, many of us hesitate, feeling as though we must do it all alone.

In the world of leadership, there’s a common misconception that self-advocacy is synonymous with self-promotion. Many aspiring leaders - especially women - believe they must wait until they have built enough credibility before confidently advocating for themselves. They fear that voicing their accomplishments prematurely could be seen as arrogant or out of place. But what if we reframed this thinking?

Power. It's a word that’s often linked with authority, dominance and control. But over the years, a quiet revolution has been taking place. Women, with their unique leadership traits, are redefining what power in leadership truly means.

In the world of demanding leadership, it’s easy to forget that personal development begins with an inward journey.