1. MAKING PARTNER MEETINGS THE BEST MEETINGS YOU ATTEND
PRESENTED BY SAM M. ALLRED,
FOUNDER & DIRECTOR OF UPSTREAM ACADEMY

2. I regularly hear from partners who are frustrated and discouraged about their firm’s partner meetings.
They often feel the meetings are a waste of time and there are few results to show for the collective effort of the partner group.

3. Done well, partner meetings can be powerful tools to influence the success of the firm.
Certainly, given the cost and time involved, these meetings need to have a noticeable impact if they are to be justified.

4. PRESENTATION ROADMAP Email questions to sallred@azworld.com
Observations regarding partner meetings
Ideas for improving partner meetings
Other thoughts to consider
Question and answer session
questions to

5.  OBSERVATIONS REGARDING PARTNER MEETINGS

6. OBSERVATION #1
Not all firms approach partner meetings the same way. Some firms conduct monthly partner meetings while other firms have partner meetings only once or twice a year.

7. OBSERVATION #2
A firm’s system of governance will have a major impact on the frequency and structure of partner meetings.
Where firm management resides in fewer individuals, the primary focus of partner meetings is for management to understand how partners collectively feel about issues facing the firm.

8. OBSERVATION #3
Firms often have more partner meetings than they really need, and as a result, slip into a bad habit of finding things to fill the time.
The first rule should be, “Do not call a meeting when some other form of information sharing is possible.”

9. OBSERVATION #4
Although firms vary in their size, location, and service offerings, many partners share the same frustrations regarding their partner meetings.

10. Partner meeting frustrations
Same old routine (agenda, topics, etc.)
Leaders try to accomplish too much
Too much time listening to a long sequence of verbal reports
Unprepared leader or participants
Accountability problems
Meeting leader is ineffective

11. Partner meeting frustrations
Key players are absent
Lack of clarity
Poorly organized breakout sessions
Hidden agendas (undisclosed personal preferences)
Failure to address (and/or act on) key issues facing the partner group
Partners who seldom actively participate

12. OBSERVATION #5
Those who feel good about their partner meetings identify the following as characteristics of their meetings that leave them feeling positive about the experience.

13. Successful meeting characteristics
The partners are in agreement about what they want to accomplish
The right people are present and prepared to participate
Discussion stays focused on what the partner group wants to accomplish
Partners feel encouraged to speak openly
The meeting begins and ends on time

14. Successful meeting characteristics
Disagreements are brought out into the open and handled constructively
Issues that come up are addressed (either resolved or assigned), and decisions and action items are recorded for later referral
Partners are dialed in and willing to give their best effort during the meeting

15. OBSERVATION #6
The best way to measure the success of partner meetings is by measuring the changes that occur as a direct result of these meetings.
These changes include decisions made, positive change enacted, greater unity and understanding achieved, improved performance, etc.

16. OBSERVATION #7
Too often, partner meetings become a personal test of endurance as partners sit and listen to report after report.

17. OBSERVATION #8
Too often, partners get away with almost any type of negative behavior at partner meetings because there seems to be no established rules for these meetings.

18.  IDEAS FOR IMPROVING PARTNER MEETINGS

19. DEVELOP PARTNER ORIENTED REPORTS
Recognize the value of two written reports that save valuable partner meeting time and enhance overall communication:
• Owner’s Report
• Financial Flash

20. Owners report
The Owner’s Report is ed to owners each month and contains the following information:
• Report by Managing Partner
• Report by COO
• Reports by PICs of offices and departments

21. Financial flash

22. ESTABLISH PARTNER MEETING RULES
A simple set of rules can bring order and improvement to partner meetings.
The following slides list some partner meeting rules you might consider.

23. Possible meeting rules
All meetings will start and end on time
Meetings need to have concrete goals
All meetings must have detailed agendas (purpose, objectives, timeline, preparation, participant roles, etc.)
Distribute agenda in advance of meeting
Provide a short handout to support major agenda items

24. Possible meeting rules
All cell phones off or on vibrate
Meeting notes must be recorded, decisions and assignments must be documented and distributed to partner group within 48 hours of the meeting
One person speaking at a time
Come prepared to address agenda topics
Partners give up right to remain silent

25. Possible meeting rules
Partners are expected to attend and participate in all partner meetings
If you are going to be late or absent, let the meeting chair know in advance
Find some way to get the information transfer over quickly and early
Do not call a meeting when some other form of information sharing is possible

26. BE CLEAR ABOUT RESPONSIBILITIES
In your agenda and in conversations beforehand, be clear about your expectations for the attendees.
Are you looking for a short update, a discussion, or a formal presentation?

27. HAVE A CLEARLY DEFINED PURPOSE
It is essential that the partner group have a clear understanding of the purpose(s) of each meeting.
Lack of clarity is an open invitation for the meeting to wander and for partners to mentally check out or engage in non-productive behavior.

28. “One of the problems is that while management committees spend a great deal of time discussing agendas for the meeting, they rarely are precise about the meeting’s goals. In too many cases, firms have not articulated what they want to have happen as a result of the meeting.”
David H. Maister

29. “Firms should not even consider the agenda until they can give a clear and unequivocal answer to the questions, ‘What changes do we want to occur as a result of the meeting?’ and ‘How will we know if it is a success or not?’”
David H. Maister

30. USE A DETAILED AGENDA
Make sure you have identified the primary purpose of the meeting
Establish an agenda format that works
Address important things first
Distribute the agenda and materials to all meeting participants in advance
Attach a time allotment to each item

31. Determining time allotment
Number of partners attending meeting
Level of emotion about the topic
Topic has direct impact on the partners
Strongly opposing viewpoints on the topic
Complex or highly technical topic
New topic for the group
Need for consensus decision making

32. IMPROVE PARTNER DISCUSSIONS
If you want the partners to discuss an issue, what facts can you put on the table that will enhance the discussion?
It may make sense to complete a survey prior to the partner meeting to gauge the initial thoughts and feelings of the partner group on a particular issue.

33. IMPROVE PARTNER DISCUSSIONS
A well run meeting should have special data collected so that the discussion is based on facts, not just on previously held biases.

34. STAY FOCUSED
It’s easy to get sidetracked and spend time on issues that are not on the meeting agenda.
Create a “parking lot” for side issues that need to be addressed later. If possible, set aside some time to discuss these issues.

35. FOLLOW UP AFTER THE MEETING
Within a day or two after the meeting, distribute minutes so partners have a record of it.
Make sure the minutes list the specific people assigned to specific tasks. Attach an agenda to the minutes of the partner meeting.

36. FOLLOW UP AFTER THE MEETING
The best-planned, most skillfully executed partner meeting will be of little long-term significance without an action plan for implementing decisions and ensuring that commitments are kept and assignments are completed.
Partners need to understand the “return and report” principle.

37.  OTHER THOUGHTS TO CONSIDER

38. OTHER THOUGHTS TO CONSIDER
Consider a signed commitment statement
Teach the importance of committing to decisions that are made
Changing partner meetings is not a short term project
Establish a process to uncover hidden elephants
Consider exception reports

39.  QUESTION AND ANSWER SESSION Email questions to sallred@azworld.com

40. UPCOMING EVENTS MANAGEMENT PRESENTATIONS
Keeping Poor Performers: A Game Nobody Wins July 8 & 30, 2008
HEADWATERS CONFERENCE
July 10-11, 2008 – Park City, Utah
BLUEPRINT FOR EXCELLENCE RETREAT August 14-15, 2008 – Helena, Montana

41. Thank You!