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What Do Practice Group Leaders Really Do?
Last month, we discussed the fact that even though managing partners recognize the importance of developing and implementing sound principles of practice management, the extent to which the concept is successfully implemented varies greatly from firm to firm. This is because of lawyers' personalities and abilities, partners' attitudes about “being managed,” and the extent to which they are willing to relinquish a degree of their personal and professional autonomy for the good of the firm and the practice group. We conclude our discussion herein.
Associate Mentoring, Compensation Adjustments and Growth
To further the objective of growing the firm profitability, it is essential that there be in place a solid program for the growth and upward mobility, and retention of high-quality associates who have been trained and have progressed through the firm's “career development” program. To accomplish this goal, the GPLs (Group Practice Leaders) should take the lead to implement the firm's mentoring program for each practice group associate and periodically evaluate the each associate's growth, ensure preparation of annual written reviews of all associates by partners supervising their assignments and assume responsibility for prompt implementation of performance improvement directives or outplacement. This assessment process should be performed more frequently than mandatory year-end written reviews.
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