The first 100 days.

I have every faith in your abilities Jane, I know you can sort this firm out'. Those infamous words of encouragement from John Parsons (57), the firms Senior Partner, were uttered just before Christmas, 1999. They had echoed continually around Jane Allens (39) head every since. Prior to her appointment as the new Managing Partner of Graysons & Hanrahan (incorporating Parsons & Jones) from the 1st January, 2000, she also had confidence in her ability to sort this newly merged firm 'out'. Now, she felt much less clear. By Tom Kennie & If Price.

Her appointment as Managing Partner of this medium sized practice had come as a slight, but not totally unexpected surprise. She had been with Graysons for 15 years. A respected professional with a reputation for being 'firm, but fair' she had led the firms largest department for the past 4 years. Under her guidance the department had grown significantly and, prior to the merger, had accounted for over 60% of the firms fee income.

The merger had been part necessity and part ambition. With such significant activity in a single main sector Graysons felt more than a little exposed to a possible downturn in this area. To compound their concerns their reliance on 3 major financial institutions accounted for over 70% of their fee income in the sector. The other departments saw themselves as 'general practitioners' - and claimed to provide a single point of contact for their clients. Her fellow partners had also been with the firm for 15-20 years and, with one or two exceptions, generally she had good relations with all of them. It was a comfortable place to work - not the most dynamic - but one which had enabled them to continue the long history of Graysons, which traced its roots back into the 1780s. Prior to the merger, Graysons had 10 equity partners and 130 fee earners and support staff.

John Parsons, the senior partner had held this post in his previous firm (Parsons & Jones). When they merged with Graysons in 1997 he had negotiated that he would continue in this role. He was well respected in the business community and internally had a reputation for 'running a tight ship'. He did, however, hate 'administration and bureaucracy' with a vengeance, and generally liked to be involved in 'all significant decisions'. In the merger with Hanrahans, a deal had been reached that he would continue (until his retirement in 3 years time) as one of two joint Senior Partners of the merged firm.

Hanrahans appeared to be a good merger partner. Its professional disciplines complemented Graysons although it had grown from a very different start point. The firm was formed in 1986 by two ex-City practitioners who wanted the challenge of growing a new firm from scratch. They had a reputation for being commercially aggressive and over its first 15 year's the firm had doubled in size every 3 years. Along the way a number of other entrepreneurial partners had joined and, prior to the merger, it had 8 equity partners and some 80 fee earners and support staff. John Hanrahan (49), one of the two founders now held the post of joint senior partner in the merged firm.

Jane's appointment as managing partner had been welcomed by all the partners. It was recognised by all that the firms management structure and strategy needed 'sorting out' and they all felt Jane would be able to deliver a solution.

As mentioned earlier Jane was less sure of 'the solution'. She had read recently of the critical importance of her 'first 100 days' in post. She knew that her style of operating, the decisions she made and the processes she used to 'sort out' the firm were under continuous observation by the other 17 partners. The honeymoon period felt as if it had come to an end. The initial enthusiasm and high expectations associated with her appointment were evaporating rapidly. When was 'she' going to outline her strategy?, is 'she' up to this challenge? - these comments being largely attributable to partners who were originally from the Hanrahans side of the merger.

1. So how would you advise a Jane Allen to operate during her first 100 days in post?

2. What should her key priorities be during her first 100 days in post?

Tom Kennie, Ranmore Consulting Group, tkennie@compuserve.com

If Price, Sheffield Hallam University, i.price@shu.ac.uk

This case study was first featured in Managing Partner, June 1999 (Volume 2 Issue 1)