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when firm investment hits your own wallet.

by marc rosenberg
the rosenberg practice management library

partner buyout plans can be difficult to navigate. we want to be fair to our partners, and we want to be treated fairly in return. in the process, differences of interpretation inevitably arise.

more: is mandatory retirement a best practice? | covid-19: how your firm can respond | 8 ways comp systems get partners to do what the firm needs | buyers name 20 big merger turnoffs | why governing by partner ownership is bound to fail
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here are three queries we’ve recently received you may find instructive:
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… or would you rather maintain the status quo?

by steven e. sacks

just like the uncertainties surrounding a client loyalty assessment, so, too, do questions surround the performance of a managing partner. one of a firm’s board responsibilities concerns the development and implementation of an executive review process.

more: trust is a key organizational ingredient | new opportunities for a ‘new normal’ | is trust elusive? | working remotely shouldn’t mean feeling isolated | how engaged are your employees? | managing difficult personalities in the workplace | set your staff on the right course | the lost art of the interview
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if one is lacking, this indicates that there is no mechanism to collect timely and relevant performance metrics, which leads to the lack of hard and accurate data. this prevents honest feedback between the managing partner and the board.
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