I’m currently collaborating with a colleague who is doing a lengthy research project attempting to identify the characteristics, traits and behaviors of the most effective law firm managing partners. In our most recent discussions he posed this question: “In firms you've observed where the managing partner isn't doing well or leadership is weak or dysfunctional, what one or two things do you find are the biggest or most common causes of failure?”
To provide a meaningful response, I went back through a decade worth of notes from training practice group leaders, scrutinized the results from the psychometric data that I have had over 50 new managing partners complete as part of the First 100 Days Program, and reflected upon what I’d observed in working with hundreds of law firms over a couple of decades. Here are some of the more common warning signs that I’ve observed in working with leaders at all levels . . .
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