In professional services, focus wins. Leaders with a clear niche are easier to remember, refer, and promote. Yet, time and again, ambitious professionals cling to a broad identity: “good at everything.” It feels safe. But in reality, it dilutes their brand, limits visibility, and stalls career momentum.
For HR leaders, this presents both a risk and an opportunity. Risk, because the organisation can end up with a cohort of leaders indistinguishable in the market. Opportunity, because HR can shape the conversations, frameworks, and programmes that help future leaders sharpen their positioning.
Why a niche matters in professional services
A strong niche is not about closing doors; it’s about opening the right ones.
- Memorable: Colleagues know when to recommend you.
- Referable: Clients know exactly when to call you.
- Promotable: Senior leadership sees a distinct contribution.
Without a niche, leaders compete in the “grey zone” of general competence. With a niche, they stand out in a way that builds the organisation’s reputation.
The fears that hold leaders back
When leaders hesitate to specialise, the same fears arise:
- “I’ll miss out on opportunities.”
- “I don’t want to be pigeon-holed.”
- “Clients value me for my breadth.”
These are understandable — but misplaced. A broad focus creates invisible competition: dozens of colleagues doing more or less the same thing. A clear focus creates visible opportunities: the person everyone thinks of for that specific problem.
How HR can help leaders overcome the fears
As HR leaders, you are uniquely placed to reframe the risks and spotlight the rewards. Practical interventions include:
- Coaching for clarity: Identify repeating patterns in the work where the leader adds the most value.
- Benchmarking examples: Share stories of leaders who accelerated their careers by specialising.
- Positioning frameworks: Use structured tools to define, test, and refine a niche.
- Promotion criteria: Make niche and positioning work visible in performance and promotion processes.
A practical framework for finding a niche
When supporting leaders, you don’t need to reinvent the wheel. Three simple steps guide the process:
- Audit the work portfolio — Where are the repeating themes?
- Spot the patterns — Where does the individual consistently add the most value?
- Claim it clearly — Capture the positioning so others know exactly when to call them.
This isn’t about putting people in a box. It’s about giving them a sharper lens on what they already do well — and amplifying it.
“Clarity about a niche doesn’t limit a leader — it amplifies them.”
Practical actions for HR leaders
- Facilitate career conversations focused on distinct strengths.
- Build niche-identification exercises into development programmes.
- Help leaders test their positioning with trusted colleagues or clients.
- Reinforce the message that focus equals visibility.
- Ensure niche development is part of succession and promotion planning.
Closing
The most successful leaders aren’t the ones who try to do everything. They’re the ones who choose a lane — and own it. For HR, enabling that clarity isn’t just a developmental “nice to have.” It’s a competitive advantage for the organisation.
