Washington State Chapter Conference - Becoming a High Performance Firm

You must be pre-registered to attend the conference.  No walk-ins will be accepted.  There will be no cancellations accepted after October 25th. Any no-shows will be billed the full amount.

Agenda at a Glance

8:30 am – 9:00 am            Hosted Continental Breakfast

9:00 am – 10:30 am          Becoming a High Performance 
Hope may be a wonderful virtue, but it’s a poor strategy.  The desire to get better is nothing new, but too often in their search for excellence firms employ a “strategy of hope” rather than a “leave nothing to chance” approach.  So what does it mean to be a high performing firm?  What are the keys to success and the pitfalls you must avoid to take your firm where you know it needs to go?  Join us as we discuss the six essential elements of high performance:  financial management, leadership, and personal development, team development, client service and business development. 

10:30am – 10:45am         Break

10:45am – 12:00pm         Becoming a High Performance Firm (Continued)

12:00pm – 12:30pm         Hosted Lunch

12:30pm – 2:30pm           Developing High Performance Firm Members
With an entire generation moving toward retirement, our profession is standing on the threshold of dramatic change.  Your next generation will shape the firm’s future.  If done right, new partner selection, initiation and development can bring a wealth of benefits to the firm and to the individual partner.  Getting it wrong, however, can lead too ineffective, high-maintenance or even power-hungry partners.  So how do you make sure you’re nurturing great leaders rather than marginal partners?  What should you do to identify and develop your next great partner? 

2:30pm – 2:45pm             Break

2:45pm - 4:00pm              High Performance Partners = High Performance Firms
It's hard to think of anything more essential to a firm's success than highly effective partners. And yet, many firms struggle to connect partner horsepower to firm objectives.  So how do you get partners engaged, taking responsibility, and working toward firm rather than individual success? What do you need to do to ensure that those who should be shaping and directing change in the firm are not, in fact, blocking it? Join us as we discuss effective partner evaluations and personal goal setting to ensure the firm is moving its key performance indicators to higher and higher levels.