Managing Partner Performance
portes grátis
Managing Partner Performance
Strategies for transforming underperforming partners
Middleburgh, Jonathan; Jarrett-Kerr, Nick
Globe Law and Business Ltd
07/2024
200
Mole
9781837230259
Pré-lançamento - envio 15 a 20 dias após a sua edição
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PART I: THE CAUSES OF UNDERPERFORMANCE
Chapter 1: What constitutes underperformance?
By Nick Jarrett-Kerr
Chapter 2: Common causes of underperformance
By Patrick McKenna, author, lecturer, strategist, and advisor to the leaders of premier law firms
Chapter 3: Culture mismatch and lateral hires
By Steve Nelson, executive consultant, The McCormick Group
Chapter 4: Performance - a changing landscape
By Joel Barolsky, managing director, Barolsky Advisors
PART II: EFFECTS OF UNDERPERFORMANCE
Chapter 5: The core drivers of burnout and strategies to overcome them
By Paula Davis, founder and CEO of the Stress & Resilience Institute
Chapter 6: Costs to the profession
By Graham Browning, global head of employee relations and people performance, Freshfields
PART III: DEALING WITH PARTNER PERFORMANCE ISSUES
Chapter 7: Performance reviews
By Ray d'Cruz, CEO and co-founder, Performance Leader
Chapter 8: Mentoring and coaching
By Krystal Champlin-Garage, consultant, RJH Consulting and Maverick Coaching Solutions
Chapter 9: The role of wellbeing in promoting performance
By Bree Buchanan, JD, co-founder, Institute for Well-Being in Law and Sr. Advisor, Krill Strategies, LLC
Chapter 10: Remuneration models
By Michael Roch, managing director, MHPR Advisors and head of partnership consulting, Performance Leader
Chapter 11: Global approaches to underperformance
By Jonathan Middleburgh
Chapter 12: When to cut your losses
By Jonathan Middleburgh
Chapter 13: Conflict and claims of unlawful discrimination
PART IV: PROACTIVE PERFORMANCE MANAGEMENT
Chapter 14: The importance of clear purpose and strategy
By Nick Jarrett-Kerr
Chapter 15: Cultivating a resilient mindset
By Chetna Bhatt, founder and CEO, Being Lawyers
Chapter 16: Conflict resolution and team dynamics
By Jonathan Middleburgh
Chapter 17: Training and development
By Jonathan Middleburgh
Chapter 18: Accountability and consequences
By Jonathan Watmough
Chapter 19: Technology
Chapter 20: Views from the profession
By Nick Jarrett-Kerr and Jonathan Middleburgh
Chapter 1: What constitutes underperformance?
By Nick Jarrett-Kerr
Chapter 2: Common causes of underperformance
By Patrick McKenna, author, lecturer, strategist, and advisor to the leaders of premier law firms
Chapter 3: Culture mismatch and lateral hires
By Steve Nelson, executive consultant, The McCormick Group
Chapter 4: Performance - a changing landscape
By Joel Barolsky, managing director, Barolsky Advisors
PART II: EFFECTS OF UNDERPERFORMANCE
Chapter 5: The core drivers of burnout and strategies to overcome them
By Paula Davis, founder and CEO of the Stress & Resilience Institute
Chapter 6: Costs to the profession
By Graham Browning, global head of employee relations and people performance, Freshfields
PART III: DEALING WITH PARTNER PERFORMANCE ISSUES
Chapter 7: Performance reviews
By Ray d'Cruz, CEO and co-founder, Performance Leader
Chapter 8: Mentoring and coaching
By Krystal Champlin-Garage, consultant, RJH Consulting and Maverick Coaching Solutions
Chapter 9: The role of wellbeing in promoting performance
By Bree Buchanan, JD, co-founder, Institute for Well-Being in Law and Sr. Advisor, Krill Strategies, LLC
Chapter 10: Remuneration models
By Michael Roch, managing director, MHPR Advisors and head of partnership consulting, Performance Leader
Chapter 11: Global approaches to underperformance
By Jonathan Middleburgh
Chapter 12: When to cut your losses
By Jonathan Middleburgh
Chapter 13: Conflict and claims of unlawful discrimination
PART IV: PROACTIVE PERFORMANCE MANAGEMENT
Chapter 14: The importance of clear purpose and strategy
By Nick Jarrett-Kerr
Chapter 15: Cultivating a resilient mindset
By Chetna Bhatt, founder and CEO, Being Lawyers
Chapter 16: Conflict resolution and team dynamics
By Jonathan Middleburgh
Chapter 17: Training and development
By Jonathan Middleburgh
Chapter 18: Accountability and consequences
By Jonathan Watmough
Chapter 19: Technology
Chapter 20: Views from the profession
By Nick Jarrett-Kerr and Jonathan Middleburgh
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
Partner, Performance, Performance management, Compensation, Reward
PART I: THE CAUSES OF UNDERPERFORMANCE
Chapter 1: What constitutes underperformance?
By Nick Jarrett-Kerr
Chapter 2: Common causes of underperformance
By Patrick McKenna, author, lecturer, strategist, and advisor to the leaders of premier law firms
Chapter 3: Culture mismatch and lateral hires
By Steve Nelson, executive consultant, The McCormick Group
Chapter 4: Performance - a changing landscape
By Joel Barolsky, managing director, Barolsky Advisors
PART II: EFFECTS OF UNDERPERFORMANCE
Chapter 5: The core drivers of burnout and strategies to overcome them
By Paula Davis, founder and CEO of the Stress & Resilience Institute
Chapter 6: Costs to the profession
By Graham Browning, global head of employee relations and people performance, Freshfields
PART III: DEALING WITH PARTNER PERFORMANCE ISSUES
Chapter 7: Performance reviews
By Ray d'Cruz, CEO and co-founder, Performance Leader
Chapter 8: Mentoring and coaching
By Krystal Champlin-Garage, consultant, RJH Consulting and Maverick Coaching Solutions
Chapter 9: The role of wellbeing in promoting performance
By Bree Buchanan, JD, co-founder, Institute for Well-Being in Law and Sr. Advisor, Krill Strategies, LLC
Chapter 10: Remuneration models
By Michael Roch, managing director, MHPR Advisors and head of partnership consulting, Performance Leader
Chapter 11: Global approaches to underperformance
By Jonathan Middleburgh
Chapter 12: When to cut your losses
By Jonathan Middleburgh
Chapter 13: Conflict and claims of unlawful discrimination
PART IV: PROACTIVE PERFORMANCE MANAGEMENT
Chapter 14: The importance of clear purpose and strategy
By Nick Jarrett-Kerr
Chapter 15: Cultivating a resilient mindset
By Chetna Bhatt, founder and CEO, Being Lawyers
Chapter 16: Conflict resolution and team dynamics
By Jonathan Middleburgh
Chapter 17: Training and development
By Jonathan Middleburgh
Chapter 18: Accountability and consequences
By Jonathan Watmough
Chapter 19: Technology
Chapter 20: Views from the profession
By Nick Jarrett-Kerr and Jonathan Middleburgh
Chapter 1: What constitutes underperformance?
By Nick Jarrett-Kerr
Chapter 2: Common causes of underperformance
By Patrick McKenna, author, lecturer, strategist, and advisor to the leaders of premier law firms
Chapter 3: Culture mismatch and lateral hires
By Steve Nelson, executive consultant, The McCormick Group
Chapter 4: Performance - a changing landscape
By Joel Barolsky, managing director, Barolsky Advisors
PART II: EFFECTS OF UNDERPERFORMANCE
Chapter 5: The core drivers of burnout and strategies to overcome them
By Paula Davis, founder and CEO of the Stress & Resilience Institute
Chapter 6: Costs to the profession
By Graham Browning, global head of employee relations and people performance, Freshfields
PART III: DEALING WITH PARTNER PERFORMANCE ISSUES
Chapter 7: Performance reviews
By Ray d'Cruz, CEO and co-founder, Performance Leader
Chapter 8: Mentoring and coaching
By Krystal Champlin-Garage, consultant, RJH Consulting and Maverick Coaching Solutions
Chapter 9: The role of wellbeing in promoting performance
By Bree Buchanan, JD, co-founder, Institute for Well-Being in Law and Sr. Advisor, Krill Strategies, LLC
Chapter 10: Remuneration models
By Michael Roch, managing director, MHPR Advisors and head of partnership consulting, Performance Leader
Chapter 11: Global approaches to underperformance
By Jonathan Middleburgh
Chapter 12: When to cut your losses
By Jonathan Middleburgh
Chapter 13: Conflict and claims of unlawful discrimination
PART IV: PROACTIVE PERFORMANCE MANAGEMENT
Chapter 14: The importance of clear purpose and strategy
By Nick Jarrett-Kerr
Chapter 15: Cultivating a resilient mindset
By Chetna Bhatt, founder and CEO, Being Lawyers
Chapter 16: Conflict resolution and team dynamics
By Jonathan Middleburgh
Chapter 17: Training and development
By Jonathan Middleburgh
Chapter 18: Accountability and consequences
By Jonathan Watmough
Chapter 19: Technology
Chapter 20: Views from the profession
By Nick Jarrett-Kerr and Jonathan Middleburgh
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
