Bill, an equity partner in a large law firm, advocated for a change in the way the firm utilised secretarial support staff to ensure continuity when secretaries were absent or when staffing changes occurred. Although Bill is a senior partner, to his surprise, his seniority and authority proved to be of little help in getting other lawyers to support the initiative, despite the logic of his approach. They baulked at the added level of collaboration and communication the initiative required.
In frustration, Bill asked Anna, his senior associate, to take over the project. Because colleagues frequently sought her advice and respected her judgement, making her central to the firm’s informal networks, she quickly succeeded in getting others to support the change. She spoke with individuals across the firm, including those more senior to her, peers and subordinates, using both substantive and personal arguments.