Can someone please explain to me why “home grown” partners with 2 years partner experience think they should be coaching/supervising a direct admit partner who has been a partner for over a decade? What’s with the need to patronize? I am a female but not attributing it to any special treatment due to my gender.

Whatever your experience and track record elsewhere, integrating into a new firm is nontrivial and many firms assign an existing partner to help you integrate. At some firms that also implies some accountability for your success. Do you think they’re just trying to do that, but coming across overbearing?

Without a shift in perspective you’re likely on a path to failure as a direct entry. I joined McKinsey as a direct entry about 7 years ago after eight years as a partner at KPMG. About six months in the committee that approved my entry reached out to say I’d reset the bar in success as a direct entry partner. They asked me to speak to new direct entry partners about what drove that success. The core theme was letting go of ego. When we studied the partners that failed it was consistently the exact dynamic you share with respect to not being willing to listen to somebody who has knowledge you don’t (how to operate in the new firm) just because you feel they’re a bit more junior to you in tenure.

If you feel the operating model where you came from was better you should’ve stayed there.

Post kind of comes off as insecure TBH

Sell and run your own book of business alone and then there won’t be a need for “coaching/supervising”

Nobody cares about the track record somewhere else

Perhaps view them as an orientation buddy

Pretty normal I have coached multiple DEPs
You should appreciate people want to help
Every firm is different

And let that be known to your managing partner

If u join from big4 to mbb. U are not equal

Hiring a DEP is expensive and the success rate is low—and every firm has unique elements that can slow a DEP down or speed them up, so having someone teach you the new Système D is a good thing. Maximise ROI—if your orientation buddy is doing more than that, help them do better/buzz off. Keep your new boss informed of the process and your results. Accept that you’re on probation until you get to level performance. Help them forget you’re a DEP

I was a DAP into EY with no real introduction. Got dismissive responses from the existing partners in the practice. Senior leadership left it to me to clarify that they all now worked for me. That went over great.

Are they trying to help? You can tell them you don’t need their help. They may be genuinely invested in your success, but not know your attitude towards their efforts. Set them free.

Might be their way of providing education on the the firm does things vs education on how experienced partners do things?

I would’ve loved this at my last firm.

It’s a little off that, as a professed seasoned Partner, you’re not able to independently reason why you might be receiving coaching from Y2 Partner when you admit that you’re a DAP and they’re homegrown.

The likely reason is obvious: they know the firm, they’ve recently been through the Partner process and knows what success looks like in the newer Partner group. Other reasons might be: the other Partner may better exhibit/exemplify the priorities of the practice than others. Other reasons still might be: your past experience is not comparable to your new role - maybe you were at a more technical firm, in a different role, capacity and domain, a different geo with a different set of clients and market conditions.

Let go of your ego, be willing to unlearn from your prior experience, assimilate quickly — or risk being seen as a rigid dinosaur.

Is this new to you in general? Or has this been happening your entire career?

Culture. Both Partners will benefit from the opportunity.