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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