get your senior managers ready.
by marc rosenberg
the rosenberg practice management library
how are the duties and responsibilities of a new partner different from those of a manager? this is one of the grayest areas in bringing in new partners.
more: disturb the present to improve the future
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ideally, there should be a gradual transition for new partners from their last two to three years as a manager to the first few years as a partner.
during their last few years as a manager, they should:
- be assigned clients to manage, bill and schedule
- be more active supervising staff and providing performance feedback to them
- be assigned high-level, technical work
- become more active in practice development
- be present and encouraged to participate in some partner meetings, retreats, etc.
obviously, new partners must have enough work to keep them busy full time. if their own client base (clients that they originated plus those delegated to them by other partners) isn’t large enough to keep them fully productive, then they must continue to function as a manager on some projects, working directly for another partner.
gradually, as new partners begin to bring in more of their own business, and as they are assigned clients from other partners because of retirements, etc., they will function less and less as managers and more and more as partners.
the main point: unless they are extremely able business-getters, are immediately assigned a sizeable book of business upon being made partner or already carry a sizeable billing book as managers, there shouldn’t be a major change in the way new partners work at the beginning of their tenure as partners.