E-MAGAZINES:
International Review Magazine: Spring-Summer 2017

International Review Magazine: Fall-Winter 2016

International Review Magazine: Spring-Summer 2016

McKenna's International Review Magazine - Fall 2015

McKenna's International Review Magazine - Spring 2015

McKenna's International Review Magazine - Fall 2014

McKenna's International Review Magazine - Spring 2014

McKenna's International Review Magazine - Fall 2013

McKenna's International Review Magazine - Spring 2013

McKenna's International Review Magazine - Fall 2012

McKenna's International Review Magazine - Spring 2012

McKenna's International Review Magazine - Fall 2011

McKenna's International Review Magazine - Spring 2011

McKenna's International Review Magazine - Fall 2010

McKenna's International Review Magazine - Spring 2010

Innovation In The Practice of Law (COLPM, 2006)


E-BOOKS:
Passing The Baton: The Last 100 Days (Ark Pub, 2008)

First 100 Days: Transitioning A New Managing Partner (NXT Book, 2006)

beyondKNOWING (IBMP, 2000)

Herding Cats (IBMP)


MANAGEMENT:
The Disruption In Transitioning To A New Firm Leader

Analyzing A Leadership Candidate's Strengths

How Effective Leaders Delegate

The Value in Developing A Leadership Brand

How New Managing Partners Can Avoid Being BlindSided

The Leadership Succession Process

When Job Descriptions Don't Do The Job

Recovering From A Leadership Misstep

When Firm Leaders Transition

The Question of Partner Compensation Guarantees

Firm Leadership Is NOT For Wimps!

Exploring The Dark Side: When Leaders Overuse Their Strengths

Are You Getting The Minutes From Your Practice Group Meetings?

Are You Developing A Star Culture?

6 Factors That Can Impede Effective Firm Leader-COO Relationships

A Novel Approach To Compensation

Practice Group Leadership 2.0

Inside The Corridors of Firm Leadership

Malignant Leadership (AmLaw Article)

Thought-Provoking Management Metrics

Sliced Too Thin (AmLaw article)

Surviving The Switch: Thrive During A Change in Firm Leadership

Do You Know What It Takes To Be A Firm Leader?

Crazy Like A Fox

Low Return (AmLaw article)

Roundtable On Managing Partner Compensation

McKenna On Leading Change In Your Firm

Confronting The Underperforming Partner

The Challenge of Sharing Leadership

Managing Partner Outlook

The State of Law Firm Leadership

Evaluating Your Performance As A Managing Partner

Where Leaders Stumble

Rules of Engagement (2010)

Counseling New Firm Leaders (2010)

Getting Partners To Follow Through (2010)

Leadership Transitions (2009)

Handling The Trauma of Layoffs (2009)

The Anxieties & Seductions of Leadership (2009)

Tenure Trap: The Question of MP Term Limits (2009)

Maneuvering In The Downturn (2008)

On The Glory Of Being Managing Partner (2008)

Where New Leaders Spend Their Time (2008)

Taking Charge (2008)

When Needing To Replace A Practice Leader (2008)

Measuring A Firm's Culture (2007)

The Tensions of Leadership (2007)

Successful Transitions (2007)

Management's 2007 Agenda

Addressing Structural Complexities (2006)

Management's Burning Issues (2005)

Making Practice Groups Work (2005)

Selecting Your Next Managing Partner (2005)

The Logic For Having An Advisory Board (2005)

A Profile of Today's Managing Partner (2004)

The Art of Brainstorming (2002)

Planning Your Firm Retreat (2002)

Energizing Your Practice Group Meetings (2000)

Gaining A Better Understanding Of The Partners You Manage (2000)

Working With Your Partners Without Getting Resistance (2000)


STRATEGY:
Bringing Your Strategy Process Back To Life

Schedule Time For Strategic Thinking

Stimulating Innovation In Your Firm

Understanding Industry Dynamics

Perspectives On Firm Strategy

Efficiency Is Not THE Competitive Advantage

The Seeds Of Competitive Disruption

The Hurdles To Initiating Change

Competitive Plagiarism

6 Elements of Meaningful Differentiation

Overcoming The Hurdles To Executing Your Strategy

Methodologies That Make Strategic Planning A Waste of Time

Are You Being Afflicted With Strategy Viruses?

Leading Change: Adaptive Approaches To Implementation

Searching For Opportunities Amidst The Gloom (2009)

Helping Clients Cope With The Economy (2009)

Managing Through A Prolonged Downturn (2008)

Law Firm Strategy Revisited (2008)

Perspectives On Law Firm Strategy (2007)

Ten Steps To Enhance Innovation (2006)

Challenger Strategies: How To Compete Against A Dominant Player (2005)

Strategic Planning - A Report On The State Of The Art (2005)

Firm Strategy & Industry Clusters (2004)

Strategy Lessons From An Old Fable (2003)

The Innovation Imperative:
How to make Stategic Innovation Happen (2002)


Why Strategic Planning Doesn't Work - And What You Should Be Doing (2002)

How Healthy is your Stategy (2002)

Talking With Law Firm Strategic Planning Officers (2002)

Competing Against Size (2000)

A Question of Selective Focus (2000)

Develop a First Mover Advantage (2000)


MARKETING:
Conducting Client Interviews

Beware The Naive Marketer

Getting Unbeatable Testimonials (2009)

Client Teams: A Look At Current Practices (2009)

Enhanced Focus on Key Clients Yields Results (2006)

Protecting Your Crown Jewels (2006)

Marketing Your Merger (2006)

Genuine Client Focus: Managing The Sophisticated Client's Expectations (2004)

Understanding Client's Needs (2003)


SPECIAL ADVISORY ARTICLES
Why Law Firms Need Non-Executive Directors

A Field Guide For The Mobile Lawyer

The Managing Partner Academy: Series of Articles & Advisories

The Disruptive But Inevitable Move To Alternative Fees (2009)

Managing Through The Downturn (2008 - Present)


CORPORATE COUNSEL
Seven Questions To Ask Yourself

Acknowledge Your People's Endeavors

Take Time To Be Inspiring

You Get What You Deserve

Seeing Through Your Client's Eyes

Defining Your Performance Metrics

The Quest For Seamless Service







The Challenge of Sharing Leadership

In November 2010, I surveyed and heard from 92 law firms on this and other issues related to firm leadership.  My research was a repeat of a survey I conducted six years earlier.  The most striking difference between the two was the time dedicated to full-time management of the firm.  In 2004, 24 percent reported managing their firms on a full-time basis.  By late 2010, only 9 percent claimed that their management/leadership roles were full-time.  All indications are that this decrease in full-time effort is one consequence of our protracted recessionary conditions.  Today, even firm leaders are increasingly sensitive to their partners
seeing them make a billable contribution.

What this seems to be stimulating is a growing trend towards a model of shared leadership – either by having co-managing partners, an Associate Managing Partner role, or a Chief Operating Officer who all continue to practice law, even while having firm leadership responsibilities.  This allows each individual to keep his or her hand in the practice and maintain client relationships against that day when they may return to practice full time.  Perhaps of equal importance in some firms, it provides a measure of credibility that may be needed in dealing with partners.

Now we face a different challenge!

















 
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