{"id":49465,"date":"2016-07-29t05:00:13","date_gmt":"2016-07-29t09:00:13","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=49465"},"modified":"2017-06-03t10:11:18","modified_gmt":"2017-06-03t14:11:18","slug":"taking-care-partners","status":"publish","type":"post","link":"\/\/www.g005e.com\/2016\/07\/29\/taking-care-partners\/","title":{"rendered":"are you driving your best partners crazy?"},"content":{"rendered":"

\"businessman<\/a>the best firms know another way<\/strong><\/p>\n

by august aquila<\/i>
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professionals loathe anything bureaucratic. but we know of many firms who ask their partners to account, in detail, for every minute of their time.<\/p>\n

more on leadership<\/b>:<\/b>work together better in 11 steps<\/a> | drop politics, be accountable<\/a> | what makes a successful strategic plan?<\/a> | innovate or die<\/a> | partners love, hate leadership<\/a> | 8 ways leaders destroy firms<\/a> | how to combine two firms after merger: carefully<\/a><\/p>\n

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to ask high-need-for-achievement professionals at the top of their field to provide what, to them, is bureaucratic data immediately implies a complete lack of trust and respect for their expertise and their position. it is simply a motivational disaster, which distances the partners from the firm. partners know that they have to account for their time but we know too many firms that, often at the behest of the finance function, ask for a level of specificity that drives the partners to distraction.
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