Managing Partner Performance

Rezensionen / Stimmen

It is good to read a comprehensive collection of essays that address from multiple perspectives one of the hardest issues of all: how to undertake highly sensitive and potentially sensitive conversations with senior colleagues... this is an enlightening collection which strikes the appropriate balance between authoritative commentary and sensitivity to its subject-matter; it is a fine stable-mate to the Globe Law and Business list. -- David Molian Managing Partner Performance: Strategies for Transforming Underperforming Partners was a great joy to read as it provides great insights, contains very clear descriptions of behavior patterns and causes for partners' underperformance and has many brilliant and practical recommendations to remedy the underperformance and to help struggling partners.
The book is very much directed at firm leaders, and quite rightly so, as many have little or no management training and skills and the book will prove immensely helpful to them. This book is equally helpful to all those partners (whether on equity level or below) and other senior lawyers who are actually struggling. It provides such a wealth of good advice that it may even be used as a "self-help" book.
But there is a third group of people that will actually greatly benefit from perusing this book - anyone in a big law firm with the goal of making partner and having a successful long-term partner career. I would like to recommend this book specifically to this latter group of partners and lawyers. They will find a wealth of information, recommendations, action lists, alternative ways of handling matters, or dealing with issues that will prove invaluable and that I wish had been available both at my transition from senior associate to partner and on moving firms.
While one may find today much help, information, and support on the internet or on social media, it is difficult to find a collection of such high-caliber experts who have authored the 20 chapters of this book and the depth that they provide in each of them. I have rarely read a book on law firms where I was not disappointed by significant parts or where whole chapters did not meet my expectations - this book is one of these rare exceptions where I thoroughly enjoyed each chapter.
I wholeheartedly recommend this book and each of its chapters to anyone interested in the workings of a big law firm. -- Dr Christian Kessel The nature of our profession has changed a lot over the years. There used to be only one legal framework - partnership - which, whether big or small, was built on trust. Covid and technology made it easier for underperforming fee-earners to 'fly under the radar' and avoid supervision. It is more difficult for managing and senior partners to tackle these problems.
Divided into four parts, this book looks at: the causes of underperformance; its effects on the wider firm and others; how to deal with partner performance issues; and how to manage a firm to achieve better performance.

Underperformance, or poor partner performance, is difficult to challenge. Solicitors are often good at advising other people but not so good at managing themselves. Underperformance is not only about poor profitability, but also risks when cases go wrong or when incorrect decisions are made.
This book is very good at encouraging us to analyse these issues and to do something positive to confront them. The writers encourage firms to look at the whole picture and possible causes of problems without being judgemental.

The challenges and advantages of partnerships are nicely summed up: 'Finding the right balance between the wants and needs of the individual partner and the wants and needs of the wider partnership and firm is very difficult... yet the concept of partnerships (even if it might be packaged within different legal forms) remains the default choice...' There is a lot in this practical book that is useful. -- David Pickup