Looking at at their practice group and client team leaders, they say things like:
"I have the right people in position, but they are not moving the needle."
"Our leaders spend too much time on the wrong things - internal office moves take priority over targeting new business, for example."
"We have even given our leaders job descriptions, but they see themselves more as managers than leaders of new initiatives."
Having worked on legal project management for some years now, I wondered how to translate these leadership challenges into projects. And if so translated, will project management discipline apply?
One solution - managing partners could help practice leaders develop leadership project descriptions. In project management terms, you are "scoping" your leadership project with your client. And your client is the firm. A leader should describe a leadership project to the managing partner as she would a client project - with measurable results, a time frame and a resources budget.
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