Here is the latest in a regular series of articles based on the work of the Managing Partner Leadership Advisory Board (“LAB”).

The LAB was created by international law practice management consultant Patrick J. McKenna and Baker & Daniels Chair Emeritus Brian K. Burke to offer recently appointed managing partners a forum in which to pose questions on issues of critical leadership importance. LAB responses derive from its members' many years' experience as law firm leaders.

QUESTION: Since recently becoming our firm’s managing director, I’ve been engaging a number of my colleagues in discussions on how we should be concerned with delivering more value to our clients. I think this is an important issue for us going forward and find that most of my partners are on-board conceptually and willing to explore the issue. However, there are a few who are have responded uncompromisingly, with rather curt, dismissive statements whenever the topic comes up. Any tips for me on how you might handle the partner who holds strong beliefs on high-stake topics and demonstrates little willingness to either listen or consider alternative views?