Making decisions on partner remuneration and promotion can be hard – and this is the time of year when it all happens! There are so many factors to consider – both human and legal, big picture and small but important. Questions those managing these processes in all sizes of professional services firms may be asking
Do you want to make sound, evidence based, decisions on partner performance and remuneration this year? Well, you’ll improve your chances if your RemCom members listen to this podcast on the psychology of good governance and decision making.
Listen out for:
Do partner reviews, reward discussions and decisions fill you with dread?
In the third and final of my short posts designed to help leadership teams improve process and outcomes, I provide some tips on how to approach evaluating “broader” partner contributions. Those “hard to measure” contributions that fall outside short-term client service commitments and don’t
Law firm leaders and advisers please read Alys Carlton‘s recent LinkedIn post. It is spot on.
Delivering effective performance in “big jobs” within a fulfilled life needs focus and determination.
Determination to actually to do less of something, to allow others to grow, and for you to find the head-space, time and energy
If yes, it’s well worth reading this important Cat Rutter Pooley piece along with the John Gapper article she links to. My view below.
• 𝙇𝙤𝙘𝙠-𝙨𝙩𝙚𝙥 𝙩𝙝𝙧𝙞𝙫𝙚𝙨 – where partner contributions (time, profit, leadership …) do not vary too much and rewards are at the top end of their markets. See Slaughter and May and
PSF Leaders – can you answer all three questions in the affirmative and with confidence for the whole of your firm?
1. Does the firm genuinely care about my wellbeing?
2. Will the partners have empathy and be authentic leaders?
3. Will I have flexible working options?
If yes, fabulous. If not, start asking why
It’s that time of year many dread – when partner reviews, reward discussions and decisions loom large. In the second of three short posts, designed to help leadership teams improve process and outcomes, I provide some tips on how to put your financial data to best use.
“Essentially, all models are wrong – but some