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Managing Partner Performance: Strategies for Transforming Underperforming Partners

Managing Partner Performance: Strategies for Transforming Underperforming Partners

Author: Nick Jarrett-Kerr
Publisher: Globe Law and Business
ISBN: 9781837230259
Published In: September 2024
Format: Paperback , 271 pages
Jurisdiction: International ? Disclaimer:
Countri(es) stated herein are used as reference only

List Price: HKD 2,067.00

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Description
Contents

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It is a strategic imperative for firms to remain competitive, adaptive, and capable of delivering high-quality legal services in today's complex business environment. Partner performance is a critical issue and will become more so in the coming years as AI threatens to replace or reposition underperforming employees. The dynamic and evolving nature of the legal profession, coupled with external factors such as technology, globalisation, and economic changes, underscores the importance of performance management for law firms.

Managing Partner Performance: Strategies for Transforming Underperforming Partners takes a comprehensive look at how to improve underperforming partners within the legal profession. It provides insight and practical solutions for law firm leaders committed to revitalising their teams and optimising organisational success. Structured into four parts, the book systematically diagnoses underperformance, its cause and effect, how to deal with underperforming partners, and how to proactively performance manage over the long-term.

From crafting individualised improvement plans to implementing mentoring and coaching programs to unlock untapped potential, the book addresses skill development and continuous professional growth through training, while also emphasising the crucial role of effective communication in improving internal dynamics and client relationships.

Strategic role redefinition is discussed to align partners' strengths with organisational goals, while motivation and engagement strategies offer tools to boost overall job satisfaction. The book tackles interpersonal conflicts through conflict resolution and team dynamics, ensuring a collaborative environment.

Throughout, the importance of accountability and consequences is emphasised, establishing clear expectations and measures for underperformance. The book, enriched with real-world examples and case studies, will appeal to law firm leaders, managing partners and HR professionals. It will equip readers with actionable strategies to transform underperformance into excellence. Managing Partner Performance: Strategies for Transforming Underperforming Partners fosters a high-performance culture, promoting individual growth and ensuring the enduring success of underperforming partners and the entire legal organisation.

PART I: THE CAUSES OF UNDERPERFORMANCE

Chapter 1: What constitutes underperformance?

By Nick Jarrett-Kerr

Chapter 2: Common causes of underperformance

By Patrick McKenna, author, lecturer, strategist, and advisor to the leaders of premier law firms

Chapter 3: Culture mismatch and lateral hires

By Steve Nelson, executive consultant, The McCormick Group

Chapter 4: Performance – a changing landscape

By Joel Barolsky, managing director, Barolsky Advisors

PART II: EFFECTS OF UNDERPERFORMANCE

Chapter 5: Substance abuse in the legal profession

By Jim Lawrence, partner, Bryan Cave Leighton Paisner

Chapter 6: The core drivers of burnout and strategies to overcome them

By Paula Davis, founder and CEO of the Stress & Resilience Institute

Chapter 7: Costs to the profession

By Graham Browning, global head of employee relations and people performance, Freshfields

PART III: DEALING WITH PARTNER PERFORMANCE ISSUES

Chapter 8: Performance reviews

By Ray d’Cruz, CEO and co-founder, Performance Leader

Chapter 9: Mentoring and coaching

By Krystal Champlin-Gerage, consultant, RJH Consulting and Maverick Coaching Solutions

Chapter 10: The role of wellbeing in promoting performance

By Bree Buchanan, JD, co-founder, Institute for Well-Being in Law and Sr. Advisor, Krill Strategies, LLC

Chapter 11: Remuneration models

By Michael Roch, managing director, MHPR Advisors and head of partnership consulting, Performance Leader

Chapter 12: Global approaches to underperformance

By Jonathan Middleburgh

Chapter 13: When to cut your losses

By Jonathan Middleburgh

Chapter 14: Conflict and claims of unlawful discrimination

By Stephan Lucks, managing psychologist, Pearn Kandola LLP

PART IV: PROACTIVE PERFORMANCE MANAGEMENT

Chapter 15: The importance of clear purpose and strategy

By Nick Jarrett-Kerr

Chapter 16: Cultivating a resilient mindset

By Chetna Bhatt, founder and CEO, Being Lawyers

Chapter 17: Conflict resolution and team dynamics

By Jonathan Middleburgh

Chapter 18: Training and development

By Martin Hill, Okano Consulting

Chapter 19: Accountability and consequences

By Jonathan Watmough

Chapter 20: Technology

By Ray d’Cruz, CEO and co-founder, Performance Leader, and Michael Roch, managing director, MHPR Advisors and head of partnership consulting, Performance Leader

Chapter 21: Views from the profession

By Nick Jarrett-Kerr and Jonathan Middleburgh