Guest article: Matt Baldwin, Coast
Managing partners hold the most powerful role in professional services firms yet are often the least visible.
Their task is unenviable. They are elected by peers to lead on strategy, masters of compromise and brokers of deals. They are supposed to be part visionary and part headmaster.
Yet externally they might barely register.
Yes, there are the internal round-robin emails, a quote on the occasional press release (‘delighted to announce’) and a shared story on LinkedIn. And yes, these are broad generalisations – not every managing partner fits this mould.
There are understandable reasons for this silence. Managing partners are elected for finite periods. They might see themselves as a ‘professional’ first, leader second, often carrying on fee-earning in some capacity. They are seen as custodians rather than change agents.
Yet given the seismic changes facing professional services firms, it begs the question: ‘Is quiet leadership still the best approach?’
With private equity driving consolidation, AI disruption, pressure on fees and talent, silence could be misconstrued as lack of direction, ambition, leadership even.
Managing partners need to be the voice of the firm. They need to articulate what the firm stands for, and what it does not.
That will include a view on the big issues facing the sector today, on culture, behaviours, inclusion, wellbeing, career progression and fairness. That can mean difficult conversations, often in public – particularly when behaviour does not live up to the expectations of the firm.
Because, when critical moments hit a firm – and they will – external credibility helps.
Now, this is not a call for managing partners to be louder or to be everywhere. They do not need to be a LinkedIn Influencer (although the platform’s ability to speak to colleagues should not be underestimated).
They do not need to comment on every issue facing their firm, eclipse a firm’s technical experts, or indeed ‘market’ the firm.
But they do need to be deliberately visible on strategy, direction and the resilience of the firm. It is not about amplification – it’s about authority.
It is here managing partners need to lean towards their PR and communications advisers. They are more than your best sounding board.
Your PR and comms team can help shape a communications strategy, providing clarity on what it should achieve. They can turn that strategy into a communications plan with messaging and delivery that will land. They should provide any coaching that might be needed, regular reviews and tweaks.
This is not about self-promotion or massaging egos – it’s about clearly demonstrating leadership.
Matt Baldwin is the joint managing director of Coast, a media relations consultancy.
