Clydes COO Jabbari quits firm year after BLG merger

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  • The unkindest cut of all?

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  • Clydes gave him a year's deal. Watch out for a wave of ex BLG people "resigning" in six month's time.

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  • There were some 104 or so BLG partners at time of alleged merger.
    Christmas quiz - How many BLG partners are still at Clydes? Answers here, please.
    Me say, 51 (less than half). Any bidders?

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  • Jabba the Cut is cut! It shows that Clydes know how to run a law firm.

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  • Couldn't Clydes have found Jabbari a role in knowledge management?

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  • 55 blg pardners left and going down......

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  • Amazed it took as long as that. Was there a single fee-earning partner who rated him?

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  • Is there a single fee earning partner who rates those "promoted" to management roles? How quickly do they lose touch with reality? Those fee earners elevated to senior management roles attempting to micro manage is an all too familiar story.

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  • Good to see that Clydes can see through the spiel & figure out who actually does a day's work.

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  • All BLG partners have an 18 month lock in: after that, it's every man for himself. Tick-tock.

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  • I expect that Clydes will catch up with all of them who make more noise than they do work.

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  • As a former BLG lawyer in Manchester I am sad to see Jabbari leave. He was one of the few that made a real effort to make everyone feel welcome. The same can't be said for the Clyde & Co mob who rarely crossed the M25 ...

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  • For someone who konws the BLG firm firm well it is a sad day for Clyde & Co. Its a shame that the senior people at the new firm especially the leader don't actually understand what real management is about

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  • One of the problems with Law firms generally is their lack of recognition of the value of anyone other than fee earning staff, and this is doubly true of senior poitions.
    Most Partners find it very difficult to accept, what the rest of the commercial world knows, that someone does not need to be a lawyer, let alone a fee earning lawyer, to understand the economics of a law firm and how to make it run better. I suspect it is a lot about ego and little about reality.
    It does explain why law firms will always be poor cousins to the Accountancy firms in terms of how professionally well run they are.

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  • no, I am afraid it is the fact that a high proportion of the non lawyers brought into senior management positions have proved to be all mouth and no trousers or, in some cases, complete charlatans.

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  • There is a degree of circularity and inevitability here, of course : the best managers are unlikely to go into law firms as they will almost invariably be perceived by partners as second-class citizens and they will be perceived as second class often because, in reality, if they were any good, they wouldn't have opted to be kicked around in a law firm !

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