Managing Partner: Current Issue

Current issue

Volume 12 Issue 12

Editor's Letter: Playing to Strengths

Many would say that drive and determination to secure and retain work are vital characteristics of any law firm partner. But, with many type-A personalities rising through the ranks, HR directors have been trying to manage their lawyers’ more competitive tendencies by implementing partner behaviour assessment frameworks which emphasise collaboration.

While partners can generally get away with having sizeable egos and being sensitive to criticism – particularly those who have brought in substantial revenues – those who have climbed the ranks to managing partner have had to do some personality management.

As leaders of a diverse group of people, many managing partners have developed a whole new set of ‘soft’ skills revolving around communicating and consulting with key internal stakeholders. A key component of this is having a strong vision and doing what’s best for the firm, even if there are a few dissatisfied partners.

But, how far is an ‘attractive’ personality necessary to secure success in the job?

Clearly, managing partners need to be able to command respect from their troops. Those who have natural charm and charisma – together with the ability to genuinely consider the views of others before making a decision – may well find leadership to be a lot easier.

However, those partners who are outstanding in their particular area of expertise – but cannot tolerate dissent of any kind – will probably want to reconsider climbing up the next rung of the career ladder.

Wishing you just the right amount of sunshine this summer,

Manju Manglani

Editor

Features

Transatlantic Privilege This article is for subscribers only
With transatlantic law firms increasingly combining forces and communicating electronically with global clients, Thomas E Spahn, a partner at McGuireWoods, reveals how to navigate the maze of legal privilege stances in the US and Europe.

Case Study: Cloud Covered This article is for subscribers only
Scott Moncrieff, Harbour & Sinclair’s practice manager, Helen Jones, discusses the virtual firm’s experiences in moving to a software as a service solution.

Roundtable: Secondments This article is for subscribers only
How do law firms and in-house legal teams tackle secondments? Three experts share their insights with Editor Manju Manglani at a managing partner roundtable.

CEE/SEE: Emerging Opportunities Free
The energy and infrastructure sectors are set to heat up in Central, Eastern and South-eastern Europe, reveal partners Andreas Schmid and Dubravka Gruji of Wolf Theiss.

Profile: Mark Dawkins This article is for subscribers only
What does it take to be the managing partner of one of the largest law firms in the world? Mark Dawkins of Simmons & Simmons talks with Manju Manglani about his strategies and successes.

Masterclass: Leveraging LinkedIn This article is for registered users only
A LinkedIn account can be a valuable tool for client development if carefully managed. By Nancy Roberts Linder of Nancy Roberts Linder Consulting.

Masterclass: Adding Real Value This article is for subscribers only
What should law firms do to ensure their value-added services are competitive and support retention of key clients? Lance Sapsford, head of business development at Addleshaw Goddard, provides some pointers.

Letter from Asia: China - Battle for Talent This article is for subscribers only
PRC law firms are gearing up to become internationally competitive, says Robert Sawhney, the managing director of SRC Associates.

Letter from America: Lateral Expansion (part 2) This article is for subscribers only
Thomas Berman, the principal of Berman & Associates, reveals the common pitfalls of hiring laterals for branch offices.

Masterclass: Driving Efficiency This article is for subscribers only
Faced with increasing client pressure on pricing, how should law firms be using their KM resources to manage transaction profitability? By Harriet Creamer, director at Outer Circle, and Chris Stoakes, director of knowledge, research and learning at Hogan Lovells.

Case Study: Recruiting for Diversity Free
Graduate Recruitment Manager Edward Walker of Pinsent Masons reveals how the firm’s focus on diversity in student work placements has resulted in solid organic growth.

Payback Time Free
The UK Bribery Act threatens crippling penalties for companies that fail to prevent bribery by employees and agents, says Partner Raj Chada of Hodge Jones & Allen.

On the Money? This article is for subscribers only
Andrew Cheung, director of compliance at Denton Wilde Sapte, asks whether international anti-money laundering efforts are actually producing results.

Herding or Leading? This article is for subscribers only
With multiple personalities and professionals to engage in a persuasive vision, law firm leadership can be a sharp learning curve for the new managing partner who gets the calling. By Julious P Smith, Jr, chairman of Williams Mullen.

Comment: Vaulting Ambition This article is for subscribers only
Recruitment in the UK legal market is picking up, says William Cock, the director of First Counsel

Comment: See Past the Hype This article is for registered users only
Michael Shaw, the managing partner of Cobbetts, says the UK legal sector is over-excited by the option of external investment

Comment: Pricing Management This article is for subscribers only
Law firms are not giving enough priority to pricing strategies, suggests Michael Roch, the CEO of Kerma Partners.

Comment: Leaving a Legacy Free
Beverly Weise, the president of Leadership Talent Solutions, suggests how to tackle the topic of retirement for senior partners.

Trends in Legal Spend This article is for subscribers only
Corporate counsel may be increasing their legal spend in 2010, but they will also be closely managing costs. By Director Jo Summers at Acritas.