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We do talk about it but not in broad, public settings. Sometimes it’s viewed as a failure on our part...why would we want to keep talking about that? Sometimes, it’s something we wanted to happen (you think they’re great but they’re really not)...why would we want to keep talking about that? Sometimes it’s because we actually asked them to go but gave them the dignity of an exit on their terms...why would we want to talk about that?
I’m with D1 here. Turnover rates are pretty high in consulting. Sure - some of that natural/necessary and there are always more candidates lined up. But I’d argue that consulting firms also lose some of their best talent for stupid, easily fixed reasons too.
These discussions happen. You're just not a part of them.
Why would you? What's to be gained by that public conversation?
Your definition of value may be different than leadership. Everyone is replaceable.
But really, go watch Jerry Mcguire. Watch him walk out on his firm. That is what happens when anyone leaves. It will happen when you leave too, buttercup.
Whether we acknowledge out loud or not, everyone knows when you lose a high performer just as everyone knows when a non performer is promoted. I’ve heard so many excuses as to why the performers aren’t promoted, thus prompting them to leave. The common theme is fairly simple - they didn’t kiss the appropriate rings. Numbers are there, pipeline is strong and converts, people management scores are top of game. Their failure is in focusing on performance and not on paying homage. Call it what you want - fancy terms like wide network, strong brand recognition - all silliness as evident by their productivity that is hands down outstanding. I’ve seen this happen to people over and over and it is the way things go in management consulting. And no, the partners who allowed these people to leave, don’t whisper a word.
CT1 - uhh, maybe to discuss and learn how to improve things so that it stops happening?
@partner... why talk about it? To bring transparency into the system so there is no longer an asymmetry of information and to prevent others from making the same mistakes.
Keeping it a secret perpetuates the already heavy stigma on this industry NOT being a meritocracy
P1- thanks for the candid thoughts. Just that sometimes I feel that we function like machines to push through but we are also humans so we have feelings which we choose to ignore and it’s not easy on our soul. Seeing ppl who work 10+ years being forced to leave or seeing the best staff who you invest a lot of time in leaving is not an easy thing to let go - yet I feel that I have to be tough and move on. It’s also sad at the same time to realize that one day that will probably happen to me as well and it makes me rethink all the hard work and sacrifices made for the place. Well, this too shall pass.
Often times there is more to the situation than everyone knows, and out of courtesy to the former colleague we elect to take a low key approach. No doubt the individual is talented and has colleagues who wonder why they left. I’d say 75% of the time the individual received signals that it wasn’t working out and the rest of the time the person got an opportunity that was good for them so they made a decision that was best for them. Either way, we have our teams and clients to take of so our focus shifts to them.
Yeah this whole "let's pretend we have no problems and everything is perfect" attitude is a bit of a turnoff, especially in an industry where we're telling our clients what their problems are in the hopes of solving them.
That came up more than once in this discussion. “...you are just not part of the discussion...”. Speaks clearly on how “the team” is viewed by partners and why this posting started in the first place. As long as the owners keep treating the employees as replaceable resources in a “need to know basis” the “team” will continue to be fake propaganda.
P2 - I think that's the point the question is trying to get across. If you have "the team to take care of", why isn't the conversation happening to make the team feel like the partners care?
Grateful that in my service line we have a little farewell when someone leaves. Whether it was on good terms or not, if they’re not going to another consulting firm, they’re a future client, no?
It could be construed as a sign of weakness! Being a leader often entails acting tough and appearing stoic at all times.
It’s fake news
They have many things to do. So yes, sometimes
they will neglect valuable employees. Other times, the so-called valuable employee is not that valuable. Also, as someone else pointed out, discussions happened but you were not part of them