In the final of a series of articles, Frank Maher advises upon how to tackle rogue partners & employees
This is the last of three articles on the problems of rogue partners and employees. The first described the variety of roguish behaviour with which we may be concerned – broadly any which puts the fabric of the firm at risk (see “A rogue in your midst (Pt 1)”, 166 NLJ 7720, p 21)—and the second identified some of the ways we can expose them (see “A rogue in your midst (Pt 2)”, 166 NLJ 7726, p 21). This article looks at some of the things you may need to consider if you find a rogue, and some which might usefully be taken in advance, albeit in the hope that you never have the problem.
Fact-finding
The starting point will be an initial fact-find. In many cases, the rogue’s colleagues will find it incredible that a person they may have worked alongside for many years could do anything other than act in the best interests of clients and
