By Nick Jarrett-Kerr; Patrick J. McKenna; Edwin Reeser and Angus Lyon
Inhaltsangabe
Chapter 1: Introduction and trends Chapter 2: Clarifying and managing expectations of partnership Chapter 3: Understanding why partners underperform or are underproductive Chapter 4: Judging, rating and evaluating partners Chapter 5: Adapting business metrics to fit law firms By Edwin Reeser, president of Edwin B. Reeser and former managing partner of Sonnenschein Nath & Rosenthal LLP Chapter 6: Aligning with partner compensation and rewards Chapter 7: Supporting and rehabilitating underperforming partners Chapter 8: When lateral hires fail Chapter 9: Stress and mental illness - a wicked legal problem? By Angus Lyon, co-founder and director of Catalyst Counselling CIC and former partner of Mears Hobbs & Durant Chapter 10: Systems for partner performance management Chapter 11: Performance management in medium-sized progressive law firms - a study of UK law firm Taylor Vinters Chapter 12: Managing underperformance Chapter 13: Options for coping with underperformers Chapter 14: Lost causes and other thorny issues By Patrick McKenna, internationally recognized author, strategist, advisor and lecturer Chapter 15: Avoiding an underperformance culture Chapter 16: Governance issues Chapter 17: Communication and conflict management
Chapter 1: Introduction and trends Chapter 2: Clarifying and managing expectations of partnership Chapter 3: Understanding why partners underperform or are underproductive Chapter 4: Judging, rating and evaluating partners Chapter 5: Adapting business metrics to fit law firms By Edwin Reeser, president of Edwin B. Reeser and former managing partner of Sonnenschein Nath & Rosenthal LLP Chapter 6: Aligning with partner compensation and rewards Chapter 7: Supporting and rehabilitating underperforming partners Chapter 8: When lateral hires fail Chapter 9: Stress and mental illness - a wicked legal problem? By Angus Lyon, co-founder and director of Catalyst Counselling CIC and former partner of Mears Hobbs & Durant Chapter 10: Systems for partner performance management Chapter 11: Performance management in medium-sized progressive law firms - a study of UK law firm Taylor Vinters Chapter 12: Managing underperformance Chapter 13: Options for coping with underperformers Chapter 14: Lost causes and other thorny issues By Patrick McKenna, internationally recognized author, strategist, advisor and lecturer Chapter 15: Avoiding an underperformance culture Chapter 16: Governance issues Chapter 17: Communication and conflict management
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