During the early stages of a 20-year ongoing consulting relationship with a premier litigation firm, a Point NorthEast™ senior advisor conducted an in-depth organizational assessment. The assessment provided a thorough review of all financial and business-related aspects of the firm, including an in-depth assessment of each member of the staff.
One of the findings determined that a long-standing employee who was responsible for daily operations, while extremely well-liked, was not competent in some critical dimensions required of the position. This key employee was valued and revered by the staff, so the situation created a significant challenge on how best to address this dilemma. While the managing partner recognized and agreed with the assessment, he was resistant to change in fear of the repercussions.
After agreeing on an approach to proceed, PNE's advisor conducted a series of coaching and mentoring sessions with the affected senior manager. The employee acknowledged being "over their head" and came to the realization that retiring was the best option.
During the pending transition, PNE's senior advisor was given the assignment of identifying and recruiting a unique and qualified candidate to become the firm's new chief operating officer. A highly qualified and experienced candidate was recruited to fill the new and expanded position. In the seventeen years since, the COO has become a revered, respected and valued member of the firm.
The firm has grown and evolved over many years. The managing partner recently reflected that hiring their COO was one of the most significant, beneficial and profound decisions reached in the history of the firm. PNE's advisor continues to support the firm’s success by ensuring the COO doesn't retire before the managing partner.