E-MAGAZINES:
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







beyondKNOWING
16 Cage-Rattling Questions To Jump-Start Your Practice Team


Today, our preoccupation with finding answers must not obscure the importance of asking the right questions. In fact, average answers to good questions, more often than not, yield better insights than astounding answers to lousy questions.

Unfortunately, too many partnership and practice group meetings get filled with artery-clogging discussions that do little to help determine how busy professionals are going to invest their precious non-billable time to change their future.  Meanwhile, our strategic planning efforts become consumed by uninspiring and overly complicated navel-gazing that often results in little more than a binder full of documents gathering dust on some managing partners’ bookshelf.  The idea that rigorous analysis will somehow yield blinding insights is invariably replaced by the creative synthesis of nothing more than “me-too” strategies.

beyondKNOWING is not intended to be the latest diagnosis of prevailing market trends or some serious academic tome . . . but rather a collection of unusual, quirky, provocative, and bizarre questions to clear out the cobwebs at your next meeting, jump-start your creative thinking, tickle the brain, launch your partners’ minds moving in productive directions, pop some new ideas out of your intellectual toaster, and get energized to take action.









CONTENTS:

- Introduction: Are you asking the right questions?
- What would your leadership epitaph be if you weren't around tomorrow?
- What things that made us successful in the past do we need to forget, unlearn, or discard to be successful now and into the future?
- If our most demanding client ran this firm, what experiments or pilot projects concerned with doing something totally new would they have underway?
- What are the key reasons why our great ideas fall apart during implementation?
- If our firm (practice group) were an organized religion, what would our beliefs be and what would constitute having committed a sin?
- What do our professionals and support staff grumble the most about over lunch?
- What benefit should accepting any new client transaction convey, other than more revenue?
- What top three business issues are keeping our best clients awake at nights?
- What stupid things do we do that irritates clients and should be keeping us awake at nights?
- What could we do (without hiking compensation) to get and keep a larger share of the kind of extraordinary talent we want in our firm?
- How do we develop the kind of skills that will make us indispensable to clients?
- Why should a client choose our firm (practice group), what makes us distinctive, and what specific added-value do we bring to particular business matters . . . that a client can not get anywhere else?
- How do we ratchet-up our profile when we are either the newest or the smallest kid on the block?
- What crazy ideas, if acted upon, could result in our being able to double our per partner profitability in three years?
- What would motivate you to work 12 hours a day, 7 days a week, for an entire month or longer?



TESTIMONIALS:

Brillant!  Practical Ideas and Concepts That YOU CAN USE!  Neat and crisp book. Ideas that are relevant and useful whether you have a team of people, are an attorney within a small firm or a huge firm, an advertising firm or a consulting firm.  Want to jump start the team? - focus people on what's important? - get buy-in and commitment? - build your firm's reputation? - McKenna's book has the answers - AND questions which makes you think from perspectives and angles you never looked from. Whether you are an employee or manager, read and heed. Also read Herding Cats - McKenna's other book.
Joseph B. Murphy, Managing Director, Keane Inc.


I LOVE beyond Knowing ...... the content is wonderfully (and characteristically) provocative.
Merrilyn Astin Tarlton, editor Law Practice Management


Your new tract is as stimulating as it is handsome. Amidst the dreariness of most professional service publications it's a delight to see something that's designed with flare.  A great read - and fun too.
Simon Chester, partner, KNOWlaw Group, McMillan Binch


I LOVED beyond Knowing. Well done!
David H. Maister, author Managing The Professional Service Firm


I'll bet even you don't know how good this is.  I'm brimming with ideas and thoughts generated by it.  Is it on a par with Herding Cats?  Easily!  Herding Cats was a foundation for a way of thinking about the most vexing problems facing the professions today. beyond Knowing builds on that foundation with some extraordinary insights.  This is a first step in breaking the motivation barrier - understanding that change is inevitable, and that you have the option to learn to work with it, or to be drowned by it.  Knowing enables that in thoughtful leaders.
Bruce W. Marcus, author Competing For Clients and The Marcus Letter


At a recent meeting of our Asia-Pacific region in Perth, I used one or two of the questions in your 'Beyond Knowing' book in one of the groups. The discussion that was generated was one of the most animated - and beneficial - that I have heard for a long time.
James Mendelssohn, Executive Director, MacIntyre Strater International Ltd


*       *       *       *       *       *       *       *       *

I am pleased to announce that beyond KNOWING has garnered a top award for design excellence in a judged competition in Los Angeles. Other entries were from throughout North America. Thank you for the creative opportunity. This is a major award.
Byron Dowler, President, CoastLines Creative Group







 
Copyright PatrickMcKenna.com 2002. All Rights Reserved.
Patrick J. McKenna Ashridge House 11226 - 60 Street Edmonton, Canada T5W 3Y8
Phone (800) 921-3343 or (780) 428-1052 Fax (780) 426-4182
patrick@patrickmckenna.com
Site produced by Austin PR