"One of the other aspects of this approach (the introduction of the Responsible Partner role) was that regular Development Discussions™ with all staff members were introduced. This lead to more frequent and focused feedback on staff performance. It has also helped greatly with their development and ensures that there is an opportunity to address their overall needs. The importance of this attention on staff welfare has been vital in assisting us with retention and, in particular, the ability to recruit former alumni on their return to New Zealand."

"The Responsible Partner  initiative was transformative in terms of promoting effective leadership and introducing accountability where it did not previously formally exist. Coupled with regular "development discussions", where 360 degree feedback was obtained, development of skills, technical and inter personally, became a focus and priority.
 
For me as a partner and later as Chairman conducting partner reviews, by way of partner development discussions, there was a ready and powerful set of measures and guidelines to work with.
 
The Responsible Partner and Development Discussion programmes, coupled with a "Vision and Values" project and all that went with it, which Sean also championed, allowed the firm to achieve alignment and focus throughout the organisation, culminating, only a very few years after Sean left, in the firm being given the accolade by competitors, clients and commentators alike of being New Zealand's leading law firm.

Matthew Cockram, CEO, Bluewater Group and former Chairman, Bell Gully, New Zealand

"I recall the Responsible Partner and Development Discussion methodology at Bell Gully with fondness. As Litigation Head it worked very well for my partners – it gave them a structure (and an excuse) to talk in an uninhibited, personal way about their aspirations, fears and successes to their colleagues, and me, which they had never had before.
This applied equally to legal and support staff of the firm who appreciated this structure. It went way beyond mentoring. I believe it gave and still gives Bell Gully 'soul', which these days can be hard to find in a large firm. As a Bell Gully 'old boy' I feel strongly that this differentiates the firm from other large firms."