The Client
The managing partner of a rapidly growing small firm that was quickly losing top talent.
The Challenge Part I
The firm was experiencing growing pains when it tuned to us. Two lawyers had recently left the firm for other opportunities and another valuable, experienced lawyer had given notice because of a family move to a city 500 miles away. Remaining lawyers didn’t know why others were leaving and wondered if they were next. The owner was concerned about talent retention and how the firm’s current situation would affect the ability to hire other people.
The Solution
By asking the right questions, we coached the managing partner through an analysis of the problems and to identify solutions for talent recruitment and retention. When her decides to communicate more openly with others and explain the departures with reassurance of future stability, group anxiety decreased. As anxiety dropped, an opportunity appeared to open another office in a new city, promote the experienced lawyer to non-equity partner, and hand over the day-to-day control of the remote office. This created the need for a new leadership structure and compensation model with job descriptions. We provided the subject matter expertise to redesign the organization structure, job descriptions, and compensation model.
The Results Part I
The new, second office began to thrive. The new non-equity partner reported feeling valued and invested in the success of the office and the entire firm. Others reported feeling relieved by the outcome and confidence in their future with the firm. Two years later, another lawyer moved 3000 miles away and a new office to accommodate the lawyer, rather than to lose the talent.
Subsequent Challenge
Over time, attorneys reported that their sense of organizational cohesion had weakened. They said they felt that the physical distance separating the three offices and their fellow attorneys had affected firm-wide, internal interactions.
The Solution Part II
At our suggestion, annual retreats in the home office city brought everyone together for two evenings of socializing and a day focused on the business of the firm. Planning for the retreats began three months in advance and engaged all attorneys in shared goals.
The Results Part II
Since we started working with this firm, it has continued to grow, maintain cohesion, and be able to recruit and retain top talent.