Here’s Scenario One: you’re in an executive committee or practice group or departmental meeting at your law firm, and the question arises for discussion why one or a handful of your partners are engaging in activities which, from the firm’s overall perspective, are clearly marginal: the activities could be pursuing a particular client or lobbying to hire a lateral or continuing to devote all their energies to growing the marginal practice area.
And how do you know it’s ‘marginal?’ Because, mirabile dictu, your firm actually has a strategic plan that is (a) current; (b) vibrant and powerful; (c) crisp and clear in its mandates and priorities; and (d) understood by one and all. (Please bear with me and suspend disbelief if necessary.)
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