Overview

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.

Full Product Details

Author:   Nick Jarrett-Kerr ,  Jonathan Middleburgh
Publisher:   Globe Law and Business Ltd
Imprint:   Globe Law and Business Ltd
Dimensions:   Width: 15.60cm , Height: 1.40cm , Length: 23.40cm
ISBN:  

9781837230259

ISBN 10:   1837230250
Pages:   271
Publication Date:   31 August 2024
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Active
Availability:   In Print  
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Table of Contents

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: The core drivers of burnout and strategies to overcome them By Paula Davis, founder and CEO of the Stress & Resilience Institute Chapter 6: Costs to the profession By Graham Browning, global head of employee relations and people performance, Freshfields PART III: DEALING WITH PARTNER PERFORMANCE ISSUES Chapter 7: Performance reviews By Ray d’Cruz, CEO and co-founder, Performance Leader Chapter 8: Mentoring and coaching By Krystal Champlin-Garage, consultant, RJH Consulting and Maverick Coaching Solutions Chapter 9: 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 10: Remuneration models By Michael Roch, managing director, MHPR Advisors and head of partnership consulting, Performance Leader Chapter 11: Global approaches to underperformance By Jonathan Middleburgh Chapter 12: When to cut your losses By Jonathan Middleburgh Chapter 13: Conflict and claims of unlawful discrimination PART IV: PROACTIVE PERFORMANCE MANAGEMENT Chapter 14: The importance of clear purpose and strategy By Nick Jarrett-Kerr Chapter 15: Cultivating a resilient mindset By Chetna Bhatt, founder and CEO, Being Lawyers Chapter 16: Conflict resolution and team dynamics By Jonathan Middleburgh Chapter 17: Training and development By Jonathan Middleburgh Chapter 18: Accountability and consequences By Jonathan Watmough Chapter 19: Technology Chapter 20: Views from the profession By Nick Jarrett-Kerr and Jonathan Middleburgh

Reviews

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

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