where to draw the line between managing partner and compensation committee.
by bill reeb and dominic cingoranelli
everyone likes the idea that “i” will hold “me” accountable. but few like the idea of “anyone else” holding “them” accountable.
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so, once the decision has been made to implement systemic changes to hold partners accountable to specific performance expectations rather than just relying on everyone to put in a self-proclaimed “good day’s work,” the next battleground is determining who will be holding whom accountable. the discussion always shifts to “let’s have a group of people, like a compensation committee, hold us accountable.”
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