Conflict Resolution - Partnership Dispute
Client Organisation:
Firm of Solicitors
Position:
Founding Partner
Context:
The founding Partner had, over a period of around a year to 18 months, allowed two additional partners to join the firm. one was an existing employee the other came from another law firm.
Within just a short space of time there was significant conflict over the running of the firm and it became apparent that both of the new Partners were most comfortable with the idea of the·founding Partner being bought out.
Objectives:
The founding Partner felt somewhat threatened by the behaviour of one of the newer Partners, and angry at the efforts to oust him from a firm he started. At the outset of the coaching he was not entirely sure what he wanted to achieve as his position within the practice seemed to have no future.
Format & Duration:
Several face to face sessions of around 1 to 3 hours. Ongoing telephone and e-mail support for a period of several months. Working with issues of state management and the application of numerous NLP tools to establish goals and to gain perspective and clarity.
Outcomes:
With a more resourceful state the originating Partner was able to view his options from a more constructive perspective. Additionally this stable state and more balanced, less emotional perspective, helped him communicate with the two appointed Partners without feeling threatened. It was apparent that the differences were not personal in nature but related more to the direction the firm should go.
Aftre a period of discussion and negotiation the originating Partner agreed to a buy-out. he then used the money from the sale to start two new businesses.
Comments:
Disputes between owners need to be settled very quickly because, as with any dispute, they tend to escalate. They can easily get to the point where the success of the business is viewed as a secondary concern. Running a business takes a higher than average degree of personal belief and owner managers are often strong willed. Conflicts of opinion over how businesses ought best to be run are not uncommon.
Fortunately it only takes one party to fully commit to resolving the issue and to have enough behavioural flexibility to look for solutions.