By: Sandra L. Wiley, Consultant - Visualize this scene in your conference room. You are at your annual planning summit. The agenda item that is before the partner group is, “Who will be our next Managing Partner?” Some are shifting uncomfortably in their seats and looking at the floor? Others are staring at their peers in the room, waiting for someone else to say something… anything! One thing you probably won’t see is a plethora of partners in your firm raising their hand, jumping out of their chair and resoundingly yelling “pick me”! The reason this is often such an uncomfortable situation is that no one in the group has a true understanding of the expectations of the position, or maybe they realize that the expectations of every person in the room are different, and there is no way for one person to meet ALL that will be expected. The bottom line is, there needs to be consensus among the group before a firm can choose and then support the leader of the firm. So, where do you start? It is imperative to start with a plan and a process in order to ensure positive results.
The Task Force: An important first step is to build a task force of individuals who will be responsible for building the model and then presenting it to the partner group. Ensure that you have diversity on the task force. A good task force consists of someone who will work on the details, someone who will hold the group accountable to the deadlines that are set and someone who has the ability to look at things “outside the box.” All of these traits are extremely important to the overall success of the process.
The Expectations: What do the partners of the firm expect their Managing Partner to provide for them? Some of them will want a visionary leader, one who can not only see opportunities for the firm, but also inspire others in the firm to make the changes necessary to obtain those opportunities. Others may have expectations that require the Managing Partner to be more cautious and conservative in their approach to firm leadership. What happens when the expectations of the group are not the same? Obviously, there will be dissent among the group and the firm will not make the progress they are looking for as they elect the leader of the firm. So, the first step is to poll the entire partner group and discover the true expectations for the position. One tool that can be used is the Kolbe C Index. The Kolbe C is an on-line tool that takes about 20 minutes to complete. Each partner will complete the index and then a certified professional can assist in interpreting the results and developing a profile for the Managing Partner position within your firm. By using this tool, you can insure that the expectations of the entire group are determined before you move on to the next step.
The Job Description: After the expectations are determined, the next step is the development of a job description. The job description will give the Managing Partner a road map of their job requirements, the skills that are required and the expectations for the position. The Task Force should insure that the following areas are addressed in the job description:
- General Job Description Paragraph that gives an overview of the position.
- A paragraph that describes the accountability within the position, including who the position will report to and term requirements.
- A list of the major duties and responsibilities that will be assigned to the Managing Partner.
- The knowledge required for the position including degrees, certifications, and number of years in the firm. These skills are referred to as the Cognitive Expectations.
- The motivation, desires and qualities that are required within the position. These skills are referred to as the Affective Expectations, and might include things like how much time will be spent in management rather than production, how they will interact with staff and their passion for the good of the firm rather than personal gain.
- The way the Managing Partner will work within the firm. This is the way the person will work within the firm including their level of “vision”, “processes” and “detail” within the position. These are the Conative Expectations that are in place and are discovered while using the Kolbe C tool discussed earlier in this article.
- Term of office – including term of office and election guidelines
- Managing Partner and Client Responsibilities – specific guidelines outlining chargeable hours and percentage of time spent on firm management
- Compensation – general formula that will be used to determine the Managing Partner compensation
- Transitional Compensation When Leaving Office – guidelines for the period of time when the Managing Partner is working back into a “production” position for the firm
- Management Restrictions – decision making authority for the Managing Partner
- Executive Committee – the guidelines for the Executive Committee as they pertain to the Managing Partner position
- Election and Term of Office, Executive Committee – The guidelines for the Executive Committee on terms of service on the committee and voting and non-voting members
As defined in Kaplan and Norton’s original book titled The Balanced Scorecard, Balanced Scorecard (BSC) is a concept helping you translate strategy into action. When determining a BSC for the Managing Partner, a firm should insure that they are evaluating areas of the firm that will drive the firm to positive results. Some of those areas could be:
- Learning and growth
- Client satisfaction
- Financial measures
Most firms have mastered the financial measurements and in some cases, that is the only thing that they evaluate the Managing Partner on. The BSC will ensure that the emphasis for the position is more diverse and will encompass other areas that are important for the Managing Partner to concentrate on. You will get what you measure, so be careful. Make sure that your task force identifies the areas of the firm that they want the Managing Partner to emphasize and then develop the scorecard to match the expectations. If developed correctly - consistency, accountability and measurable goals will be evident within the BSC and the Managing Partner will understand exactly what is expected of them. You should also realize this will require management time and commitment in order for it to be successful in your firm and it is not an “overnight” transition. Remember this is about progress and not perfection!
Deliver the Report and Build Consensus: The task force is now armed with all of the information it needs to deliver their results and their recommendations. At this point in the process it is important to listen to observations, make adjustments as necessary and finally – make a decision that everyone is willing to live with. Notice that I did not say – that everyone AGREE’S on! Keep in mind that the plan is just that… a plan. It is a guide only in which you can make adjustments later… but now you have a plan and you are ready to move on.
Now, put yourself back in that conference room again with all of your partners. You have just heard a detailed report from the task force of the process that has just been completed. You have the recommendations in front of you and you have the knowledge you need to make a decision when the nomination and the election occur. Do you feel confident? In all likelihood you do. That is the reason for the process, and that is how a firm can select a Managing Partner that will indeed meet the majority of your expectations! The final step is to build a management team based upon unique abilities and complimentary skills. Don’t be afraid to make some tough decisions.
© Boomer Consulting, Inc. Sandra Wiley is a Consultant and Speaker with Boomer Consulting, Inc. In her 8 years with Boomer, Sandra has worked with clients to strengthen their firm’s human assets using Strategic Planning and Kolbe Index processes and procedures.
Sandra L. Wiley, Boomer Consulting, Inc.
610 Humboldt, Manhattan, KS 66502
Toll Free: 888-266-6375