E-MAGAZINES:
International Review Magazine: Fall-Winter 2017

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





Passing The Baton: The Last 100 Days




Whether the result of your firm having set term limits or your personally deciding to step down from office, sooner or later every firm leader will be the central player in a leadership transition.  It is an issue that many firm chairs and managing partners grapple with . . . when it is time to move on, how do you create a sensible departure plan and manage the transition in a way that enhances your reputation? After all, the last impression you make in your leadership tenure may be the most important to capping your legacy.

Top leadership transitions are the process that occurs between when the announcement is made that you are stepping down and the time before your successor is selected and officially takes office. Once your stepping down is announced, relationships and roles immediately begin to shift, so there are a few things you need to do before any announcement is made:

(In situations where there is not a formal successor identified) Encourage your executive committee to appoint a ‘nominating committee ‘ or ‘transition group’ to actively select your successor, and discuss your appropriate role with both the executive committee and the transition group.

Don Lents, Chairman of Bryan Cave in St. Louis commented,  “In appointing a ‘transition group’ to guide the selection of a successor, I think it is important to have someone leading the group who is not himself or herself viewed as a candidate for succession, but is rather respected within the firm both for their fairness, their judgment, and their ‘firm first’ attitudes.”

Determine with your executive committee a clear picture of what needs to be done in the interim period.

“The only thing I would add is the timing issue,” said Leighton Lord, Chairman of Nexsen Pruet in Columbia.  “It is tough to take over at the end of the year, so I am trying to move our Managing Partner election to mid-summer.  No one should have to deal with compensation issues, new partners and a budget during their first days in office.”

Celebrate your relationships and accomplishments, saying goodbye in ways appropriate to you.

From Ben Adams, Chairman of Baker Donelson in Memphis, “You need to have some things that excite you to sink your teeth into as soon as you can whether practice, bar, industry, civic or other activities, and that do not involve firm management.

Accept that you may have a lot of mixed feelings and discuss them with a trusted colleague.

“I suspect it is difficult to overestimate the impact of this change, and that it is very difficult to be adequately prepared for it no matter how much you may think you are,” explained Don Lents.  “As a result, I think it is very valuable to have a clear conception of what you want to do once you step down - - how you will spend your time, and particularly where you will gain your satisfaction and sense of accomplishment.”

Compose your 30-second ‘elevator speech’ to tell people, in a positive way, why you are making the move and to convey your excitement about the future – yours and the firm’s.

Whether you are ultimately resigning your office under the best of circumstances or not, get clear about how you are going to convey it to the world in a way that will place you and your firm in the most positive light. You create the perception of the conditions of your departure with your story. And perception is often the only reality.

Ben Adams added, “If this is your decision, you need to articulate clearly and strongly, at least in private conversations, why it is time for you to step down so that folks don't play up to you and beg you to stay. They will do that both because they fear change and just to stroke you whether genuinely or not. They need to really understand why change is needed if possible, so they embrace it.”

One of the seductions of leadership is that we can easily come to think that we are indispensable or at least that the firm may stumble without us. Every one of us who have ever held a leadership position may maintain some secret fantasy of one day announcing our plans to resign, and then leaving office amidst sorrowful tears and a standing ovation from partners and staff. Things will be different, but in most cases the firm will survive and even thrive without you.

From John Langan, the Managing Partner of Hiscock & Barclay in Syracuse came this confirming observation,  “I will not have been a successful leader if I don't bring to bear the same skill and attention to transition as I did to running the place and growing it.  Our tendency is to want to appear indispensable so secretly we want the place to stumble when we step down--but true success in leadership is institutionalizing the success of the firm so it can continue thriving no matter who is in charge.”




To read more, download your complimentary copy of Passing The Baton     





The sequel to First 100 Days: Transitioning A New Managing Partner, this Monograph will act as your essential guide to ensuring that a smooth succession of leadership takes place. Passing the Baton features unbiased, practical advice and commentary from prominent law firm leaders including:

Ben C. Adams, Jr., Chairman and CEO of Baker Donelson
Angelo Arcadipane, retired Managing Partner at Dickstein Shapiro
Brain K. Burke, Chairman Emeritus at Baker & Daniels
John J. Hern, Chief Executive Officer at Clark Hill
James M. Hill, Chairman Emeritus at Benesch Friedlander
John P. Langan, Managing Partner of Hiscock & Barclay
Don G. Lents, Chairman of Bryan Cave
Wm. Leighton Lord III, Chairman of Nexsen Pruet
Richard Mark, retired President at Briggs and Morgan
Robert F. Millman, Chairman of the Board at Littler Mendelson
Lois Van Deusen, retired Managing Partner of McCarter & English
Raymond J. Werner, Chairman at Arnstein & lehr









 
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