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When lies and half-truths erode trust between partners

By Nick Jarrett-Kerr, Visiting Professor, Nottingham Law School 

19 March 2013

It is always difficult to judge when a partner’s performance has become so repeatedly sub-standard that he should be asked to leave the firm. What is even trickier is to decide when to get rid of partners and senior staff who exhibit destructive behaviour or who have demonstrated dishonesty and a lack of integrity.

Even in the most corporate of legal service organisations, the spirit of partnership still exists to promote relationships of the utmost good faith; failure to meet the firm’s ethical standards can lead to an irretrievable breakdown between the parties.

Within the question of internal ethics, the subject of lying is not one that is often written about, and yet it taxes the brain and conscience of most managing partners. The problem can quickly erode trust – after all, if a partner lies to a fellow partner, it raises the fear that he may also lie ...

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