Five Lessons for New Managing Partners
By: Glenn B. Callison
Texas Lawyer
September 25, 2006
When I stepped in as the new chairman and CEO of Munsch Hardt Kopf & Harr on Jan. 1, I realized that I had much to learn if I hoped to be effective in leading this $50 million enterprise. Fortunately, I had the example and guidance of my predecessor, Jim Jordan, to help with the transition. I also sought the counsel of trusted friends and proven business management resources, such as Jim Collin's excellent book, "Good to Great: Why Some Companies Make the Leap...and Others Don't."
The firm has survived — and, in many aspects, even thrived — during my first eight months as CEO. While I know that I don’t deserve much credit, I have discovered discovered a few things along the way. Each day brings numerous opportunities for new learning, through the process of trial and error, happenstance and circumstance, and just plain luck. The following five lessons have proved the most helpful.
- Know who you are. Understanding the firm’s culture and fostering an environment that cultivates those unique aspects are critical to a firm’s future growth and success.
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