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Innovation In The Practice of Law (COLPM, 2006)

Industry Specialization: Making Competitors Irrelevant

When It Comes Time To Instigate Change

Leadership Lessons From The Trenches

The Fearless Leader's Advisory Board

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)

Becoming Firm Leader

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)

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)

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)

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)

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

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

This text provides prescriptive counsel to new firm leaders on what actions they might consider as they begin undertaking their initial responsibilities. Included is the experienced wisdom and real-world commentary of some twenty law firm leaders.

PDF Version

Click the link above - Please be a touch patient as it may take a moment to download

                       • Over 4000 copies downloaded in the first few months
                   • By firm leaders in 67 different countries
                   • With rave critiques from dozens of reviewers

Here is what a few gracious reviewers have had to say:

Patrick McKenna has written a fabulous new 23-page-book called FIRST 100 DAYS: Transitioning A New Managing Partner. I showed Patricks monograph to some clients of mine outside the legal profession, and they agreed that it is incredibly useful and well-written.    
David Maister

The book is both short, and terrific, an easy on line read in one sitting. The entire monograph consists of about a dozen pages of Patrick's distilled wisdom on "The First 100 Days," followed by another dozen pages of invaluable observations from Managing Partner's themselves, all in response to Patrick's asking them where he'd run off the rails in his advice. (The answer: Nowhere that you'd notice.) . . .  So, if a tour of duty as a Managing Partner is on your horizon, either distant, indistinct, and as vaporous as a dream, or if it's beckoning as clearly as F. Scott Fitzgerald's green light at the end of the dock in The Great Gatsby, you need to read this. And if you don't know Patrick, you should.      
Bruce MacEwen

Recognizing that the new managing partner of any firm is about to have his or her life change, and that the new task is often addressed with anxiety and confusion, McKenna has assembled extraordinarily sound advice to guide the way to establishing domain and leadership in the first hundred days in office. This simple manual is real and practical. It is a strong, clear, and knowing voice that rises above the usual leadership claptrap that abounds today.    
Bruce Marcus

First 100 Days is a quick read, but even experienced managing partners will learn a lot.  Patrick's writings, which include First Among Equals (co-authored with David Maister) and Herding Cats (co-authored with Gerry Riskin), are among the leading works in the field.
Patrick J. Lamb

Talk about a favor! Patrick McKenna of Edge International has delivered a good size one for any managing partner taking up the mantle of leadership. McKenna has published a free online book titled First 100 Days: Transitioning A New Managing Partner.
Tom Collins

Patrick McKenna has written a clever and insightful 'e-book' on what managing partners should consider during their first 100 days in office . . . Read:  First 100 Days by Patrick McKenna - it is short and full of wisdom for any leader.
Mark Beese

Leading large organizations is hard. Being a new leader in a partnership is especially hard. Law firm strategist and management consultant Patrick McKenna offers an excellent short guide for new managing partners at law firms.  First 100 Days is a step-by-step guide for new managing partners. This is a good read for BigLaw CIOs and technology managers who want to understand more about how law firms operate, especially when leadership changes.
Ron Friedmann

Congratulations! Your firm has voted you managing partner. As the initial elation dies down, you face the inevitable question: Now what do I do? You turn, of course, to the instruction book "First 100 Days: Transitioning a New Managing Partner." The book offers a useful checklist for new managers as they plan their initial and longer-term actions.
Robert J. Ambrogi

McKenna offers useful observations about law firm management.
Ernest Svenson

Patrick McKenna is a true expert in the law firm management field, having co-authored several books in  the field, including First Among Equals. You would have to pay quite handsomely if you retained this gentleman for advice, so take advantage of the fact that he is willing to give it away.
Jim Galloway

The truth is, all the marketing-savvy in the world won't help us in guiding our firms to embrace and pursue significant marketplace directions unless we understand and employ effective leadership techniques.  What's more, leadership in a professional services environment presents unique challenges -- dealing with difficult-to-herd-experts.  The result is often an agreement that is based on lowest common denominators rather than the pursuit of truly competitive strategies.  That is why I heartily recommend Patrick McKenna's new, brief and complimentary e-book, First 100 Days: Transitioning a New Managing Partner.  The book uses a number of law firm examples, but the principles are very applicable to other professional service sectors.  Also, don't let the book's title hide its important nuggets: even long-tenured professional services firm leaders can benefit from McKenna's insights about starting a new leadership role on the right foot.  
Suzanne Lowe

In a new book, Patrick McKenna, one of the leading consultants to professional service firms worldwide, addresses the critical first 100 days in the transition of a new MP.  It is direct, tightly focused and brief -- yet loaded with practical wisdom. Recognizing that the first 100 days for a new MP often begin anxiety and confusion, McKenna offers sound advice that will help establish leadership credentials.
Art Bowman

You will enjoy Patrick's solid content based on his extensive research and terrific insights.
Gerry Riskin

Patrick's latest offering makes an important addition to the toolkit available to professional service firm strategists and I strongly recommend it to anybody taking up a leadership role in such a firm.
Rob Millard

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