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Navigating law firm culture and politics in your first 100 days as managing partner

By Julious P. Smith Jr, Chair Emeritus, Williams Mullen

23 April 2015

This article follows on from my previous column on how to create a tailored approach to your first 100 days as managing partner. The facts and circumstances of the change, the culture of the firm and partner expectations shape the new leader's 100-day agenda. Those factors also limit or enhance what he can accomplish. Last month's article dealt with the facts and circumstances of the change. This month we will focus on the impact of firm culture and partner expectations.

Regardless of the cause of the leadership change, the new leader must meet early and often with the firm's partners. Early communication and one-on-one meetings often make the difference between success and failure
for a managing partner.

Seeking and

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