Leadership and Partner Performance

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Talent Development:  Beyond the Assignment

By David Cruickshank

In BigLaw firms, or in any firm with multiple associates, an assignment of work by a partner or senior associate, is a signifier of many things.  To the management committee, it signifies leverage.

Partner Teams – the benefits, the challenges and why some partners don’t like them! (PART TWO)

By Sean Larkan

Too often, partners with specialties do not train successors in that area of work, do not introduce their clients to team lawyers in an organised, structured way and when they retire the ‘cupboard is often bare’ i.e. no real succession has been provided for in regard to skills transfer, personnel or key clients. Legal staff are left in a melting pot of uncertainty as to workflow, quality of work, coaching, feedback and whether an interest will be taken in them or their work and progression in the firm. This results in lowered self-esteem, potential is not realised and lower productivity and sometimes departure results.

Navigating the Compensation Maze: Six Main Systems, Sixteen Variations, and Seven Steps to Success

By Nick Jarrett-Kerr

The ultimate choice of profit sharing system depends very much on the specific firm’s history, but each requires active and robust management.

Five Models for Assessing Partners and Lawyers

By Nick Jarrett-Kerr

The goal of an effective evaluation system should be to get the best out of the individual in the future rather than just scoring the past.

Why Taking a Broad Approach Drives Optimal Performance

By Leon Sacks

To maximize the “range” of a law firm, diversity – in the broadest sense of the word – must be a key driver in the way the organization is managed.

2020 Partner Compensation Survey

By Nick Jarrett-Kerr

(Thank you to those who participated in this confidential survey into effective partner reviews, rewarding outlier performance and other important topics.)

Setting, Measuring and Coaching High Performance

By Sam Coupland

Few firms set out what they see as acceptable (or high) performance levels, much less holding their people accountable to reach these levels.

What Does It Take to Be a Thought Leader?

By Bithika Anand

Visionaries and those at the pinnacle of their professional journeys do not automatically become thought leaders: many other dimensions are involved.

Law Firm Leadership: Consensus or Command?

By David Cruickshank

Which leadership style is more effective: consensus or command? It depends on the circumstances and the individuals involved.

Profit-Sharing in Smaller Partnerships

By Neil Oakes

In my most recent article, I looked at some alternative options for profit-sharing among law-firm partners. All of […]