Is the current partnership and leadership team robust enough to deliver across the business plan?

We are completely happy with our partner cohort, we have strength and depth across all practice areas to deliver on the business plan objectives.
We are relatively happy with our partner cohort, with reasonable depth across most key practice areas although there is room for improvement.
Some practice areas are very strong but others have weaknesses.
We are unlikely to meet all of our business plan objectives due to a lack of strength and depth across the firm.
We are severely lacking the expertise and experience required to maintain the business at its current level, growth is unexpected.

Yes, every department has strong junior partners and associates capable (skills and financially) and willing to be successors within the required timeframe.
Most practice areas have effective succession within the current talent pool.
Some practice areas lack strength and depth within the talent pool meaning there is some exposure to risk of losing clients and talent.
Only a handful of practice areas are adequately covered for succession.
We have serious succession problems across the majority of the business with a worrying lack of strength and depth across most practice areas.

Yes, all clients are serviced to the level of service us that we promise to deliver on
Mostly; we receive very few complaints and we cover all areas at least adequately.
At times, some practice areas are over-stretched due to a lack of resourcing but we usually muddle by without clients recognising the difficulties behind the scenes.
We often have to prioritise certain projects and clients which leads to associates and partners working much longer hours than is good for morale and wellbeing.
No. We are suffering from severe shortages of people and quality which means we are barely getting away with it much of the time.

Yes; this is clearly defined and well communicated.
Sort of. We know what we want to do but there is plenty relying on opportunistic rather than proactive growth.
The board tells us that there is a strategy but it is difficult to recognise in reality, although it does feel like we are going in the right direction.
There may be a strategy but it does not feel like it. Lateral recruitment and acquisition prospects feel opportunistic at best and desperate at worst.
If there is a strategy here, nobody appears to understand or implement it. Growth is ad-hoc at best and the cash investment required for each prospect is almost certainly wasted.

Yes; the board has an excellent track record of delivery and the partnership has absolute faith in their ability to deliver on the business current goals.
The board is relatively strong but it sometimes does not deliver as the partnership might expect.
The board tries hard but often struggles to deal with the challenges thrown its way which holds business back somewhat.
There are clear weaknesses within the board which may not be addressed for some time to come.
I have very little faith in the ability of the board to run the business effectively.

The vast majority of them have worked out very well or are showing excellent signs they will do well.
Most lateral hires are successful, or at least net-contributors.
A bit hit and miss; some good ones with a few that were given too long to fail.
Mostly poor decisions that have cost the business time, money and reputation.
We have not made any lateral hires within the last three years.

Yes, all lateral hires are vetted in a structured and effective way which minuses the risk of making a poor hire.
Yes, although not all hiring partners use it effectively so some weak laterals get through the net.
Not officially although all laterals are expected to prepare business plans.
No. We ask for business plans but there appears to be little scrutiny of them.
No. Lateral hires appear to be made on the fly by whichever hiring partner wants them.

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