Partner/Director Performance

Owner performance and behaviour sets the scene; all else follows

Partner/director engagement & performance is key to the long term success of an organisation. Everything flows from this. This is because everyone in the firm takes their cue off how the owner/leaders go about their business and perform. If owners are fully engaged in the success and affairs of the firm, are enthusiastic, committed, and look after their people and clients, perform, and achieve results, it invariably follows that professional and support staff who they come into contact with will take on many of these behavioural characteristics.

The issues that clients address in this area:

• Agreeing the levels of accountability and performance management for partner/directors will apply.
• The introduction of a structured workable performance management and support regime for owners.
• Governance and decision-making issues around progression of partners, performance management, exiting, adjustments to profit shares, training and coaching for partners and the like.
  

Partner/owners must agree on what they expect of one another and what level of accountability they will accept. The culture, traditions and values of the firm all play a role here and can sometimes play havoc with getting agreement around important principles which will put the firm in a position to compete effectively in its market.

"Although the professions have in recent years changed and adapted quite dramatically, and practice is hugely more competitive than it was only 5 to 10 years ago, some organisation partners are still hesitant to truly commit to being fully accountable for individual performance and results. Often they will say they will, be but in reality do not  buy-in to it. It is very difficult for such organisations to compete, unless of course one has the unique situation of all partners in such a firm being natural high performers in every respect. Partners need to work their way through difficult discussions around these issues; at the end of the day the future and success of their firms will depend on this.

The other issue which requires a lot more attention than it gets is proper support, coaching and mentoring for partners. Usually all the attention goes elsewhere and partners more or less have to fend for themselves; given all the demands on them, this is not really feasible. As it is vital that a real interest is taken in staff, so it is that a similar interest is taken in partners.
The Responsible Partner™ role can be suitably adapted for partners."
Sean Larkan, Chairman, Authentikos

Authentikos is experienced in implementing workable partner support and performance management systems as well as developing appropriate training modules geared to up-skill partners in strategically critical skill areas.

"Sean Larkan is a principled strong leader, with insight, clear vision and a goal oriented, strong work ethic, which has proved capable of changing a stagnating law firm in a positive way into a values driven, profitable organisation. In my experience as one of Sean's partners and board chairman, he was not prepared to compromise for short term gain, but instead concentrated on underlying causes and organic rectification, with an emphasis on excellence.  This he did innovatively, identifying workable strategic options for the the board and partnership.  For example, he conceived and implemented new human resources and business development programmes which emphasised the long term sustainability and wellbeing of the firm.  As a result a more productive yet rounded culture evolved, and the firm's profitability grew and strengthened greatly over a five year period."

Glen McLeod former Chairman and Division Head, Minter Ellison, Australia

Back to Top