essential duties currently missing from most job descriptions.
most of the usual responsibilities of a managing partner can be captured in two paragraphs:
- general responsibilities: report directly to the governing committee and the firm. responsible for the firm’s overall management and practice. supervise overall marketing and business development effort. manage the professional staff and provide guidance for the support staff.
- specific responsibilities: coordinate the firm’s practices among the different offices and departments. implement the partnership agreement. appoint heads of various committees. represent the firm in community and professional organizations. supervise governing committee. oversee standing and ad hoc committees. provide guidance on financial policies and work with the governing committee to develop personal and administrative policies.
these are, without doubt, all good and necessary functions. but are they the ones managing partners should focus on?
august aquila, doesn’t think so.
his studies, documented in “leadership at its strongest” and “how to engage partners in the firm’s future,” show there are at least eight other areas that can make or break a managing partner and the firm.
– rick telberg
more for partnerships: the six challenges crippling progress in today’s multi-partner firms | the debilitating effects of denial at accounting firms | the five psychological hurdles that cpa firms must confront today | the managing partner’s secret weapon in change management | the 10 basic ways to boost profits at an accounting firm | 12 must-do items for your partner retreat agenda | seven signs you’re working in a firm where the partners don’t trust each other | seven tactics to stand out from the crowd | achieving partner unity: the competitive advantage |
in this report: see how you or your managing partner might compare on a new eight-point questionnaire.
to read the full article
