grissom<\/figcaption><\/figure>\ncan the firm support all the current partners or another partner?<\/p>\n
if the answer is \u201cno,\u201d then you must explore the reasons. is it because you currently have underperforming partners (that is, partners who are unable to pay their own way and help the firm grow)?<\/p>\n
what are your measures for admission to partnership and remaining a partner?<\/p>\n
if you require certain performance levels for new partners, shouldn\u2019t that criteria apply to existing partners as well?<\/p>\n
do the potential partner and existing partner have adequate business development skills?<\/p>\n
the lifeblood of an organization includes acquiring profitable clients and expanding the scale and scope of its work with existing clients. all partners will not have the same talents in this area, but it is necessary for all partners to have core business development skills and talents.<\/p>\n
what will be the potential partner\u2019s and existing partners\u2019 economic contribution?<\/p>\n
all partners (with the exception of the managing partner, in large firms) need to focus more time on bringing in dollars to the firm today. without cash flow, there may be no tomorrow. the metrics of cash collected, client profitability and origination are more telling than the standard metrics of hours worked, billable hours or charged hours. writedowns and writeoffs should be closely monitored.<\/p>\n
he said:<\/strong> that is a great list. i really like it. there are a few more items i would add.<\/p>\nwhat accounts for the potential partner\u2019s and existing partners\u2019 non-billable time?<\/p>\n
partner non-billable time can tell you a lot about the partner\u2019s interest in the success of the firm. some partners may, in fact, need a wakeup call. as partners of the business, each must regularly perform activities (for example, marketing, networking or doing pro bono work in the community) that enhance the future value of the practice. golf or lunch with partners and each other, without a clear client-related or performance objective, is not normally a valuable, non-billable time activity.<\/p>\n
what are the potential partner\u2019s and the existing partners\u2019 intangible contributions?<\/p>\n
partners who have developed a valuable \u201cbrand\u201d within or outside the firm can bring benefit(s) to the firm. these partners may attract business to the firm because of their professional reputation in the community or because of their leadership roles in civic, charitable or religious organizations<\/p>\n
does the partner practice good firm citizenship?<\/p>\n
partners need to be team players. if not, consider the effect on the firm. no matter how capable or financially productive a partner has been in the past or present, you must face the reality and consider data that suggest they are negatively affecting retention, partner development, fairness and so on.<\/p>\n
they say:<\/strong> regular communication on expectations and performance will make all of the difference. discussions on performance should not only occur on a quarterly or semi-annual basis. this should be an ongoing discussion. we recommend partners ascertain satisfaction with one another, team members and clients on a regular basis by asking two questions:<\/p>\n\nwhat is working?<\/li>\n what can i do to improve?<\/li>\n<\/ol>\nsometimes situations occur when partners retire in place or just simply can no longer cut it in an organization. this happens because of complacency, entitlement and sometimes lack of effort. partners who cannot achieve minimum performance standards over a two-year period should be given two choices:<\/p>\n
\nmove from equity to a non-equity status and no longer share in the profitability of the practice.<\/li>\n leave the firm.<\/li>\n<\/ol>\nif a firm finds itself in the position of asking a partner to leave, remaining partners should consider helping the partner find a place more suitable for his or her talents or allow the partner to purchase a portion of his or her client base. this decision to ask someone to leave is not about punishing the individual partner. it is about ensuring the future of the enterprise. if the firm has a culture dedicated to excellence and high-performing partners, everyone wins.<\/p>\n\nangie grissom serves as president of the rainmaker companies. she advanced from her previous position as director of consulting, which she held for over ten years. her role in the firm involves high-level strategy, thought leadership, consulting, and program and curriculum development. she transforms the lives of clients through innovation, goal setting, coaching, training, and accountability development.<\/em><\/p>\n<\/header>\n\n
angie is consistently recognized as one of the most influential people in the accounting industry. she is a frequent presenter at national and international conferences and a regular contributor to publications. she was published in a national \u201cask angie\u201d column for several years and is the \u201cshe\u201d in accounting today\u2019s column known as \u201che said, she said.\u201d this column debates issues in the accounting industry ranging from leadership to generational differences. her reputation and passion are renowned and she brings all this to her role at the rainmaker companies.<\/em><\/p>\nprior to joining rainmaker, angie worked in organizational management, sales, and human resources. she earned her bs in business administration with an emphasis in marketing and pre-law at middle tennessee state university and has completed <\/em>master\u2019s-level work with an mba emphasis. she is married with two sons.<\/em><\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"business development is everyone’s job.<\/strong> \nby august aquila and angie grissom<\/em> \nthe august aquila leadership collection<\/a><\/em><\/p>\n","protected":false},"author":1331,"featured_media":52609,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","footnotes":""},"categories":[2259,3120,3002,2266],"tags":[],"class_list":["post-58138","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership","category-pro-member-exclusive","category-special","category-partner"],"acf":[],"yoast_head":"\ngrissom and aquila on partner performance evaluations - 卡塔尔世界杯常规比赛时间<\/title>\n \n \n \n \n \n \n \n \n \n \n \n \n \n\t \n\t \n\t \n \n \n \n \n \n\t \n\t \n\t \n