I am a partner in an fourteen attorney firm in Dallas, Texas. There are seven partners in the firm. We started the firm together twenty years ago. Over the years the firm has been very successful and each of the seven partners have had a great relationship. However, over the last five years some of the partners are no longer contributing like they were and relationships have become strained. We are equal partners and our compensation is based upon our ownership interest – so we are paid equally. I am concerned that if we don’t resolve this problem the firm may split apart in the future. You advise and thoughts will be appreciated.
There are many reasons that difficulties may arise between partners in a law firm. One of the major factors is that working together effectively is a very difficult skill to acquire. Most individuals join a firm without realizing all that is involved. Professionals, especially, frequently do not understand that being an associate, colleague, and partner require a different set of skills than just being talented in one’s field. Many partners often only have a general idea of what the firm expects of them and only limited interest in how the firm itself operates, as distinguished from what they are professionally prepared to do. Most lawyers are highly motivated to use their expertise on client work, not on spending time in organizing or running a firm or partnership, even though doing so would help the firm operate more successfully and efficiently.
The first step would be, if you have not already, to sit down as a group and discuss the problem, establish agreed to performance expectations for the partners, document in writing, and have each partner sign the document. See if this makes a difference. If no improvement is made then the under performing partners should be confronted and some form of action taken. You may have to redesign your compensation system and possibly ask problem partners to leave.
John W. Olmstead, MBA, Ph.D, CMC