The Client:

A 200-person family office of a prominent, ultra-high-net-worth family

The Challenge:

A founding partner of the firm was highly seasoned with unique expertise and was a valued member of the founding executive team. However, he had recently begun to experience conflict with his colleagues. He’d noticed that lately, when he shared his views and recommendations with his peers, they either seemed not to listen or they’d tell him he was wrong outright. Perplexed by their apparent dismissal of his insights, he grappled with feelings of frustration and isolation. He (and he assumed, they) wondered if he was still the right fit for the firm. Adding to the complexity of the situation was the fact that the Founding Partner and two of the five other members of the executive team were members of the family.

Assessment:

As I got to know the Founding Partner, he asked to have a brief 360 assessment conducted on his behalf to help him better understand the impact he was having on his colleagues, and to figure out what, if any, changes he might like to make to enhance their working relationships. I interviewed the five other partners of the firm. Grounded in empirical data and nuanced insights, I crafted and delivered a confidential feedback report to the Founding Partner, accompanied by strategic recommendations.

Coaching Process:

360 Feedback: Through the Feedback Report, the Founding Partner learned in a deeper way about the real impacts he was having on his colleagues. Based on this understanding, he decided to engage in a combination of practices to build his curiosity about his colleagues’ points of view; more deeply appreciate the uniqueness and strength of his own contributions, as well as his limitations; and better understand how he got locked in conflict with particular colleagues, and what he could do differently to shift those dynamics for the better. He did each of these so he could respond to his colleagues more thoughtfully and less reactively, especially when he felt under attack.

Timeline: The Founding Partner and I met in 45-minute sessions every 2-3 weeks for three years, interspersed with occasional emails and phone calls.

3-way meetings: Over the span of several years, I guided five pivotal meetings between the Founding Partner and another Partner of the firm, who was also a family member, to help them debrief their interactions and map out a plan for how the Founding Partner and his colleagues could move forward with greater ease and deeper understanding.

Results:

The Founding Partner was able to more effectively articulate his own points of view and influence the other Partners’ thinking while strengthening his relationships with them.

The Bottom Line:

My coaching with the partner led to tangible outcomes, propelling the firm's portfolio investments to unprecedented heights, with a surge of 17% in value over three years.