When associates see that firm management has actually decided to reward superior performance, the separation process between poor, acceptable and superior performance will soon become self evident. Management can then deal individually with associates who have demonstrated by their unacceptable performance that they are not potential partners. Every associate has the same opportunity to respond to the incentive of merit based performance evaluations rather than be pushed, pulled or brow-beaten toward improved performance. Too many associates continue to complain about the perception of secrecy between partners and associates. The general lack of candor on the part of most partners in the majority of firms is legendary.
Lawyers are bright people by definition, and they are responsive to positive motivation.
One way to virtually assure discontent and turmoil among the associate ranks is for the partners to be less than honest and straightforward about a change in the partnership selection process. M any firms are now staffed with associates who do not have the vaguest notion about the details of how partners are selected in their firm. Positive resolution of this and many other similar issues is exceedingly simple - regular, clear, concise and candid communication between partners and associates. This analysis will include a complete review of the current partnership criteria and time track. Also, this team should solicit ideas and suggestions from all partners and associates, so that a working consensus is deter- mined.