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Defining the Role and Development of a New Managing Partner

By Joel A. Rose

A partner of a mid-sized, Philadelphia-based law firm recently elected to chair his firm's newly constituted management committee called me to talk about how he may learn about his newly acquired job of managing his firm. “It is humbling and a privilege to be entrusted with the role of Managing Partner of our firm,” said this partner. “Of course, initially it raised the existential question raised by the great philosopher, Groucho Marx: 'Do I really want to be Managing Partner of a firm that would have me as its Managing Partner?'”

While the volume of available information about managing law offices is expanding, information is not readily available about what, specifically, should be the “hands-on approaches” that managing partners and members of management committees should embrace to coalesce their partners, associates and staff into a well-managed and informed organization, with all of the professional and administrative personnel working together to achieve both the firm's immediate and longer-term objectives.

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