6 questions to ask … about the firm.
by august j. aquila
over the years i have been called in to firms to help address an underperforming partner. i have learned that underperforming can mean a lot of different things and the underperformer can have many different problems.
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i have also learned that many managing partners waste a lot of time and energy either trying to “fix” the underperformer or just ignoring the 5-ton elephant in the room.
14 key reasons for underperformance
i don’t claim the following list to be all-inclusive, but this is what i have heard over the years:
- drugs or alcohol and depression
- domestic problems at home (spouse, children, etc.)
- doesn’t fit into the new culture, especially after a merger
- does not know what the firm wants him to do; has no goals
- area of expertise or niche is in decline
- been doing the same thing for too long, no longer motivated
- skills are outdated
- lack of confidence
- doesn’t feel part of a team
- lack of firm support
- clients have changed or left the firm
- recently remarried and wants to spend more time at home
- compensation was recently reduced, feeling insecure about this position
- feeling pushed out by younger partners or management
i’m sure you could add a lot more to the list.
being a partner in any professional service firm is demanding. it is hard on the individual, the family and relationships in general. the rapid change in technology can quickly leave a partner behind or feel less than adequate.
is it always the individual’s fault?
our first reaction to underperformance is to ask, “what’s wrong with the person?” while this may be a legitimate question, you might want to ask yourself this question first: “is there anything wrong with our firm that causes underperformance?”
- is the firm creating a “one-firm” culture?
- has the firm become too individual-focused?
- do the partners receive timely performance feedback?
- are partner goals clearly defined?
- are partner goals tied to the firm’s strategic initiatives?
- are our incentives in line with performance?
okay, maybe it is the individual
you’ve gone through the above list and the firm is doing everything right to support partners and guide them. you need to talk with the individual about his/her performance and the ultimate consequence if nothing changes.
- what is going on in their lives that is causing the underperformance?
- can you identify the root cause of the problem?
- are you really capable of helping the individual? perhaps, outside professional help is required.
- what action plan can be developed to help the individual improve his or her performance?
start sooner than later
underperformance does not just appear. it comes about slowly, so the sooner you can identify it and start to take corrective action, the better. there is no one way to address it. each individual is unique and it’s up to the firm’s leader to figure it out.
if, after your best efforts, the individual continues to underperform then be honest and let him know that this is not the place for him for the long term. help him find a new home. again, sooner than later is the best approach.