Partners frequently become aware of the existence of a “problem partner” after certain changes have occurred that negatively affect the firm’s economics, organizational effectiveness and ability to serve clients in a timely, cost-effective and profitable manner. In many firms, each partner’s activities have a direct impact on the incomes of every other partner. If one partner works substantially fewer fee-producing hours with corresponding reductions in billings and collections, the consequences are felt by all.
Income aside, attorneys become increasingly disgruntled over uneven workloads. As these disparities become more apparent, it is common for lawyers to fragment into groups and for closed-door meetings to become more frequent.
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