The NXT Big Thing - Vol. 1, No. 3 - July, 2006 - (Page 15)

Start planning what you hope to accomplish by specific milestones. One new managing partner, wanting to ensure that everyone understood that his number one declared imperative was to build strong practice teams, subsequently spent the first month visiting with every group, and attending every group meeting that was scheduled. He exposed himself to hearing about which groups were working effectively, which were dysfunctional, which were in need of extra resources or executive support, and which required a change in group leadership. He set out his vision and then asked people to help him realize it. Launch a pilot project. Look for an area where you might initiate a pilot project that can be instigated immediately. Your project can serve to expose partners to new ways of operating internal or have them envision new approaches to viewing their marketplace external . A successful pilot can set your overall plan in motion, energize people and yield some quick improvements.

Table of Contents for the Digital Edition of The NXT Big Thing - Vol. 1, No. 3 - July, 2006

The NXT Big Thing - Vol. 1, No. 3 - July, 2006

The NXT Big Thing - Vol. 1, No. 3 - July, 2006 - (Page Cover1)
The NXT Big Thing - Vol. 1, No. 3 - July, 2006 - (Page Cover2)
The NXT Big Thing - Vol. 1, No. 3 - July, 2006 - (Page 1)
The NXT Big Thing - Vol. 1, No. 3 - July, 2006 - (Page 2)
The NXT Big Thing - Vol. 1, No. 3 - July, 2006 - (Page 3)
The NXT Big Thing - Vol. 1, No. 3 - July, 2006 - (Page 4)
The NXT Big Thing - Vol. 1, No. 3 - July, 2006 - (Page 5)
The NXT Big Thing - Vol. 1, No. 3 - July, 2006 - (Page 6)
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The NXT Big Thing - Vol. 1, No. 3 - July, 2006 - (Page 15)
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The NXT Big Thing - Vol. 1, No. 3 - July, 2006 - (Page 17)
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The NXT Big Thing - Vol. 1, No. 3 - July, 2006 - (Page 30)
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