{"id":81260,"date":"2021-01-07t12:00:42","date_gmt":"2021-01-07t17:00:42","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=81260"},"modified":"2021-03-01t09:09:39","modified_gmt":"2021-03-01t14:09:39","slug":"how-the-managing-partner-manages-the-partners","status":"publish","type":"post","link":"\/\/www.g005e.com\/2021\/01\/07\/how-the-managing-partner-manages-the-partners\/","title":{"rendered":"how the managing partner manages the partners"},"content":{"rendered":"
<\/a>it\u2019s a people job. by marc rosenberg<\/i> this is a saying i developed about partners that stands as tall today as it did 20 years ago: \u201cas the partners go, so goes the firm.\u201d<\/p>\n more: <\/b>overarching authority that managing partners must have<\/a> | exceptional managing partners offer their advice<\/a> | why management is the #1 key to the firm\u2019s success<\/a> | herding cats: advice for managing partners<\/a> this means that the partners are the drivers of the firm\u2019s success. to be sure, nonpartner personnel are critically important to the firm\u2019s success, but nowhere near the level of the partners, who<\/p>\n one of the most important aspects of the managing partner\u2019s job is to manage and supervise the partners\u2019 behavior and performance, helping them focus and succeed in the areas listed above. this post explains how good managing partners do this.<\/p>\n the supreme challenge in managing performance<\/strong><\/p>\n the biggest challenge is to deal with old-school, damaging attitudes about what it means to be a partner. examples:<\/p>\n one might be tempted to summarize these statements as \u201cbeing a partner has its rank and privilege.\u201d<\/p>\n wow! what\u2019s a managing partner to do? how can partners with attitudes like these be managed? all is not hopeless. read on!<\/p>\n management is a people job<\/strong><\/p>\n in their book \u201cmanaging for dummies,\u201d authors bob nelson and peter economy have this to say:<\/p>\n \u201cmanagement is a people job. if you\u2019re not up to the task of working with people, helping them, listening to them, encouraging them and guiding them, then you shouldn\u2019t be a manager.\u201d<\/p>\n easily the most important and impactful technique for managing partner behavior and performance is face-to-face communication with the partners. anyone who aspires to be a great managing partner should practice the principles of the best book on management ever written: \u201cthe one minute manager\u201d by ken blanchard and spencer johnson. the book says there are three secrets to being a good manager and each of them takes only about one minute to do.<\/p>\n other philosophies of \u201cthe one minute manager\u201d:\u00a0<\/strong><\/p>\n another way of understanding the importance of management as a people<\/strong> job and the power of face-to-face communications is a passage from george bernard shaw\u2019s \u201cpygmalion.\u201d you may be more familiar with the movie and broadway musical version, \u201cmy fair lady.\u201d professor higgins is an arrogant, pompous man of wealth. he brags to his friend colonel pickering, a sweet, kind man with gentlemanly ways, that he can transform a cockney working-class girl (eliza) into a lady.<\/p>\n this passage, delivered by eliza to higgins and pickering, has always been a favorite of mine because it articulates what a great manager is:<\/p>\n \u201cthe difference between a lady and a flower girl is not how she behaves, but how she\u2019s treated. i shall always be a flower girl to professor higgins because he always treats me as a flower girl and always will.<\/p>\n \u201cbut i know i can be a lady to you, colonel pickering, because you treat me as a lady and always will.\u201d<\/p>\n the message: people who feel good about themselves produce better results.<\/p>\n","protected":false},"excerpt":{"rendered":"
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\nthe role of the managing partner<\/i><\/a><\/p>\n
\nexclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n\n
\nmanaging partners would love nothing better than for all the partners to consistently perform at such high levels that they don\u2019t need<\/strong> to be managed. but such is not the case. not even close.<\/p>\n\n
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