Our Meetings are Useless

Beverly Flaxington is a practice management consultant. She answers questions from advisors facing human resource issues. To submit yours, email us here.

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Dear Bev,

I have a very good relationship with a senior leader (“Joe”) in the advisory profession who I have known for many years. We work in different firms, but once worked together and came to like and respect one another. Joe and I have another mutual friend (“Anne”) who works for a third firm. At one point we all worked together. Joe and I have stayed very close. I’m not as close with Anne but I respect her capabilities and always enjoyed working with her.

Joe is now running the operational area within a very large advisory firm. He is well-known, well-liked and has a lot of contacts he has developed over his 23-year career in the profession. His head of operations recently walked out and he has been struggling to replace her. He contacted Anne asking her if she would consider the role.

Anne then called me to let me know about this connection. She had several disparaging things to say about Joe and his leadership style. She told me she has stayed in contact with him largely because he is so connected in the profession. But she would never want to work for him. In our old lives they were peers; none of us were senior to the other.