A high-performing, extremely profitable firm started to feel competitive pressure. They were convinced that it was necessary to implement some form of partner performance management system. They had made three attempts in recent years to introduce such systems but little progress had been made. We were asked to assist and recognised the importance of aligning such a system to the firm’s culture and to use language which made sense to the partners of this firm. Partners were extensively consulted as to the criteria they felt would further drive the firm’s success. We were able to engage partners and build their confidence in the process and objectives and also to persuade them to introduce new criteria to encourage new, positive partner behaviours.