a lesson in leadership, or, when leaders fail<\/b><\/p>\n
a reader writes (name withheld by request)…<\/i><\/p>\n
we serve high end family groups. our focus for the last 20 years has been team work with each other and with the client. we have been very successful.<\/p>\n
but now our managing, founding partner has released his compliance responsibilities to his co-owners. <\/p>\n
it is amazing how the lead partner can set the tone for the whole office.
\nwe went from pleasing the clients and acknowledging efforts to pleasing the partners and their wives. filings were late, communications were lost in the partners’ offices and morale dropped to an all time low. for example, one partner hired his wife, another cpa, to help at the office. we have already lost 2 staff people from that move. she picks which clients she wants and if the supervisor or manager protests, her husband “talks” to them. they obviously do not understand her wisdom and vast experience obtained from her multiple jobs (i.e., not at one job for very long.) <\/p>\n
the other partner is “very important” and can’t be bothered with small details (like finding a file, making a copy or printing a schedule). the prime example was the screening fit she threw when someone went to a doctor’s appointment on april 14. she was concerned about missing her massage if a job didn’t get finished. the person had just completed back to back 80 hour weeks. three people have left due to her behavior. several producers in the office are looking for jobs.<\/p>\n
a hint for succession planning: let your co-partners function one or two busy seasons before turning over the business to them. they may be good supporting partners but can destroy a business with lack of personal and personnel skills. you may need to look outside the business or to the manager group to keep the quality of customer service.<\/p>\n
please do not use my email address if you repeat any of the above comments. and yes, i have enough years of experience to know the difference between a long busy season and a season from hell. i suspect our office will close within 3 years of the managing partner’ departure. the remaining partners do not inspire loyalty or confidence. sad, it was a very workable plan. vision is so vital to the success of a mid-size practice. maybe these comments will help others.<\/p>\n","protected":false},"excerpt":{"rendered":"