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direction that this leader championed. It can all make for a rather awkward and potential conflict of egos. Yet most departing leaders care deeply about the firm and are willing to help their successor, even when that successor in convinced that a new direction is needed. The departing leaders knowledge, insight, ability to anticipate problems and their internal contacts favors owed them by other power partners can be invaluable. All they need is for you to appreciate their past efforts, show some empathy for what they may be going through emotionally as they retire from their leadership office, and ask for their help. Create constructive dialogue with key thought leaders and power brokers within your firm. Many of these individuals may be members of your firm's Executive Committee. You need to meet one-on one with every member especially those who are your most influential or critical peers and those who may have a direct opinion and impact on your ultimate success. My experience confirms that you also need to identify the board within the board - that faction of partners on the Executive Committee that wield disproportionate power. Prior to your being elected managing partner, if you have not served on the Executive Committee, been a practice group leader or interacted regularly with the firm's management, your investing time to understand the internal power politics must begin before you officially assume office. 7 First Hundred Days: Transitioning A New Managing Partner - Patrick J. McKenna

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)
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