What Keeps Managing Partners Awake at Night?

I am happy to report that I will have an opportunity to write for the "Management" column that appears monthly in The American Lawyer.  The column's target audience is managing partners/managing committees, executive directors, practice group leaders, and to some extent all "C"-level executives. 

Thus the question I pose to you all:  What keeps you awake at night?  What topics should I make an effort to address?  For example (and please tell me I'm off-base, if so):

1. Partner personnel issues:  Laterals, underperformers, special problems?
2. Associate personnel issues:  Recruiting, training, professional development?
3. Conflicts?
4. Short-term profitability issues:  Collections, receivables, alternative billing (project or value-based)?
5. Long-term profitability issues, a/k/a strategy:  Open/close offices, grow/shrink practice groups, etc.?
6. Business development issues:  Beauty contests, cultivating client-development skills in junior partners, etc.?

Feedback is great!  (A technical note, however:  Since upgrading my Movable Type platform recently, the "comments" feature has been buggy; although I'm working on it, the good old low-tech email route always works.  See link top right, cunningly titled "Email Me.")

Thanks in advance for your thoughts and counsel.