E-Alerts: Organizational Effectiveness Archives

Some employers may bemoan it, but the workplace social contract is continuing to move toward the freelance mode, even in the case of companies long known for their paternalistic cultures. While they may complain about the attitudes of younger generations of employees and even partners in professional firms, employers themselves have moved increasingly to modify the employment social contract.

Following the lead of large accounting and consulting firms, a multitude of law firms have instituted women's initiatives and committees to get the women in the firm to know and support each other, build their comfort and skill in both internal and external marketing, and raise the profile of the firm and its women in the marketplace.

From what we hear, new managers don't get a lot of help in assuming their new roles. Sometimes they are sent to a seminar, but that rarely accomplishes what's necessary to form new attitudes and habits – to work through the transitions and new perceptions they have to deal with. Whether as a practice group or business unit head, a director of a particular function, or a first time officer or partner, here are some tips to help ease into the new role.

Your firm agrees to your proposal for an alternative to the traditional office workplace arrangement, whether it be flexibility in hours, work location, or roles performed.

I frequently hear management at professional service firms despair that their colleagues resist change – and give up the efforts to persuade them to change. It is human nature for the majority of the population not to like change (though there are people that thrive on it). However, the obstacles are behavioral, not a matter of core personality. Maxwell Maltz, originator of the theory of “self-image psychology,” thinks reluctance to try and do new things relates to our “comfort zones.” Let's start with a few of his definitions.

In his provocative column on the New York Times Op-Ed page titled “The Adams Principle” (June 21, 2005), John Tierney made the argument that workers should emulate John Quincy Adams, who successfully took a “demotion” to become an accomplished congressman at age 63 after his presidency...

We talk about “flexing” our styles to communicate and build rapport with people with styles different from ours. This is a form of providing options, recognizing that people have different needs, preferences, and methods of taking in information, expressing themselves and buying. Economic issues are often a significant part of a buying decision, and people may balk at paying a given price. But it is far from the only factor. Nor is good chemistry, although that is crucial too.

Many of the stories about senior professionals pressured to retire so the next generation can take over are not pretty. Ironically, they clearly contradict the long-held notion of what a partnership should be at a time when less formal "partnerships" are a management buzzword for getting things done in business.("We partner with..." [our clients, other organizations, etc.]) And long time partners' needs and futures beyond financial arrangements are neglected .