performance evaluations


Strong leaders voluntarily initiate their own performance feedback. The benefits of doing so are enormous.


[Editor’s note: Given the time of year and the topic of Patrick’s essay, this monthly leadership column is being published two weeks early. Enjoy! wdh]


There is an old adage in managing a client’s expectations that states, “whether we like it or not, we are going to be measured by our clients.”  If we take a very passive approach, the measuring stick against which we will be measured will be exclusively a creation of our client.  Alternatively, we can be proactive and help identify and shape the scorecard.

The same principle is equally true for law firm leaders (FL), especially in dealing with your elected board or executive committee (EC), as the partners and the EC become your expanded client constituency.  Working with your colleagues, especially early in your tenure, to formulate a proper feedback or evaluation process presents a terrific opportunity for you to manage everyone’s expectations.

This issue is especially timely in light of predicted declines in law firm profits.
Continue Reading Should firm leaders take the lead on their own performance review? (343)