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Essential Qualities of an Effective Leader Part 2: Trust

Trust is a critical quality of effective leadership.  I recently wrote a column for the LP Magazine Managing Column, titled: “Old Fashioned CRM: The Importance of Trust”.  The column discusses three critical factors in gaining, keeping and even rebuilding trust: 1. Living a consistent life, including both being truthful and keeping promises you make, 2. Being transparent in your relationships, and 3. Being generous.  These three factors are critical in relationships with those you work for, those who work for you, those who you work with, and those who hire you to work for them.  You can read my recent column at the following link:

http://www.americanbar.org/publications/law_practice_magazine/2014/july-august/managing.html

 

Five Things I Learned at Managing Partner Forum 2014

I had the opportunity to attend the Managing Partner Forum in Atlanta Georgia on Thursday May 8, 2014.  This event is the one event that I know of, held each year, where law firm managing and executive committee partners from all over the country come together and primarily learn from each other, and from experts, about leading and managing law firms.  The day starts with a keynote speaker, followed by a panel of experts who respond to real time electronic voting by attendees (who are responding to questions on issues of firm management, leadership and finance such as “What is your Firm’s revenue per lawyer compared to a year ago?” and “Do you think law firms should have a firm-wide strategic plan?”) . The remaining 3/4ths of the day is broken into segments referred to as MPIE’s (“Managing Partner Idea Exchanges”) – 20 to 25 managing members of firms sit around a table and discuss topics of interest and importance in management and leadership of law firms, facilitated by two or three law firm leadership experts. Kudos to my friend, and founder of Managing Partner Forum, John Remsen, for coming up with such a great learning experience for law firm leaders, and sustaining it over so many years. 

Given the high value of content during this one day of programming, I decided that this blog post should give you a tidbit of what I learned:

1.       Keynote speaker Tim Corcoran, President of the Legal Marketing Association began the day by discussing 5 obstacles to law firm success, indicating that the greatest obstacle is our own reluctance to embrace proven business principles.  He stated his belief that the reason for this is that lawyers continue to see the law as solely a profession, and not a business.

Tim discussed 5 more specific obstacles to law firm success. A comprehensive review of his whole keynote is beyond the scope of this blog post, but here is a short list:

     a.       Governance is an obstacle, where law firms allow all lawyers to be involved in management.  Leaders need to be allowed to lead!

     b.      Law firms do not understand clients and their needs.  Lawyers need to deliver what client’s want, at what they are willing to pay.

     c.        Law firm pricing needs to be rethought.  Discounting without rhyme or reason is a problem.  If you discount all the time, you send the signal that either you do not value your own work, or you know your client does not value your work.

     d.      Compensation plans continue to be a huge obstacle.  Most encourage turf building, as opposed to collaboration.

     e.      The typical formula for deriving profit simply encourages more time keepers and actually less profit.

Tim did not leave us hanging with just the bad news, but had a numerous suggestions as well – here are a few:

     a.       Adopt new operating models to law firm structure – there are other ways to succeed than what we currently use.  We need to look at what works in other businesses and professions and innovate.

     b.      Make client satisfaction your primary focus – make sure that all clients are “Firm” clients

     c.       Compensate for retention and long term profit – quit encouraging folks in the firm to focus merely on their own short term personal gain

2.       Firms need to do be more strategic in their hiring practices.  Cultural compatibility needs to be a priority, including: 1) structured hiring process and 2) psychological testing /personality testing. It makes sense that each party, employer and new hire, should be interested in assuring that they are a good match for each other.

3.       Succession planning, in all areas of law firm future planning is of utmost importance.  As a leader your job is to reduce uncertainty, and succession planning is all about reducing uncertainty of the future.

4.       The key to successfully adopting alternative fee arrangements in a law firm is client trust – including a belief by the client that the relationship is of utmost importance to the lawyer.

5.       Dr. Larry Richard, another expert helping in facilitation of the conference, pointed out that we should change the name of the position of a leader of a law firm to “Leading Partner” instead of “Managing Partner”.  Leaders need to delegate management tasks to managers instead of giving in to the temptation to micromanage. This is difficult because lawyer skill sets are more conducive to management than leadership.

For anyone in law firm leadership, I recommend that you make time for this annual event.

Use of Handheld Devices in Meetings

Moving Beyond the Charge of Rudeness to an Environment of Cooperation and Understanding

A few weeks ago, during the NCAA Basketball tournament, I heard an XM Radio interview (I cannot recall if it was on ESPN or some other station) of Rick Pitino, coach of Louisville Cardinals.  He was discussing his leadership style, specifically answering questions regarding the prevalence of use of handheld devices by young athletes, and the difficulty with discipline that is caused by constant use. Basically, he has a “no device” rule whenever one of his college basketball players is in his presence. No devices are allowed in the locker room, no devices are allowed during practice, no devices are allowed during team meetings, and no devices are allowed when the team has meals together.

I have to admit that until recently I was in agreement with Mr. Pitino when it came to my view on the use of hand held or portable devices during meetings , whether with clients, partners or other professionals.  For some time now, however, I have been making a concerted effort to observe the use of portable electronic devices by others in public settings. Though I hate to disagree with a basketball coach with such a great win loss record  (and I dread his entry into the ACC next year because of his great success ), my observation has led me to the conclusion that communication expectations in society have changed, and nowhere is this more true than in the practice of law. In the past, law firm leaders seem to have opted for solutions which appease those lawyers who are most averse to the use of personal devices in meetings. I propose that tendency should change.  

Client meetings and communications

As the leader of a law firm, your recommendations regarding use of technology should always focus on quality service when it comes to clients. Some clients come to meetings with tablet in hand, and would not expect anything different of legal counsel. These clients understand the importance of being connected, and expect you to be as well. They also appreciate that having a device with you does not mean you’re necessarily not paying attention, playing a game or checking personal emails every time you glance away. True, they want your attention at meetings they are paying for you to attend, but are not offended by your technology. In fact, a lack of personal technology availability can work to the detriment of a lawyer in a client meeting, since the presence of handheld devices is a sign of the availability of information.  In other cases however, some clients may be less technologically savvy.  The bottom line is that in order to meet and exceed client expectations it is important that lawyers know their clients well. It is incumbent upon law firm leaders that to include in firm training, sessions which  encourage firm members to know and understand their clients; their needs, expectations and desires when it comes to communication, which is an integral part of quality service.

Colleagues and firm meetings

Whether the use of technology is a help or hindrance comes up as an issue most often when considering the use of handheld devices, or their presence, at meetings; meetings of partners, firm attorneys, executive committee, Bar Association Meetings, etc. It was not so long ago that I was known to simply “flat out” prohibit handheld devices at partner meetings and retreats. I’ve come a long way in my thinking however. Even 10 years ago, very few professionals regularly brought handheld devices to meetings. I now do not only believe that it is only a majority of folks who do, but truly the exception is actually when someone does not have their handheld device at a meeting.

It is true that some folks may be using these devices to “goof off” instead of pay attention. My observation however is that the world has changed, and handheld devices now provide access, response and security. Regardless of where an attendee stands on the technology spectrum, all should understand that clients have expectations, and with changing lifestyle demands, productive firm members need the security of “connectedness” with their family at all times (especially those with young children).

Given the potential for distraction due to misuse, but considering the demands of a rapidly changing world, law firm leaders need to find solutions that work for all firm members. Members need to be open to have discussions about proper use during meetings, and the need to use discretion in only answering or responding to emails when it is a true client or family emergency or demand. Those with negative attitudes about the use of handheld devices during meetings (which usually includes at least a few dinosaurs who have held on as non-adapters) need to be involved in the discussion, and led to understand that limited/controlled use during meetings is not only acceptable, but encouraged when safety, security or client satisfaction is the concern.

The days of exclusive mandatory rules, procedures and penalties are over. Both the means and mode of communication have changed. Young and old alike are demanding and expecting collaborative, inclusive and understanding leadership. Firm leaders must find solutions that meet the needs of all stakeholders if they expect to retain valuable firm clients, as well as the best and brightest legal talent.

 

As a Leader of Clients and Lawyers – Do you Know How and When to Say No and Yes?

just_say_no[1]It might be one of the first words that most of learn to say as a child.  But for some reason it becomes so difficult to say…….. a simple NO.

As Lawyers, we like to tell people Yes.  We like to say yes to helping others in dealing with their legal issues, we like to say yes to providing aid to our local community, especially when non-lawyers need our special legal expertise to do good works.  We like to not make waves at the office, and say yes to our colleagues.

Saying “Yes” at the wrong time, and to the wrong opportunities may cause problems to your legal practice, leadership effectiveness and personal and business relationships.  It might also make it impossible, or very difficult to say yes to the right opportunities that come along.  Saying “No” is a skill.  Developing that skill is a key to the future of every leader/lawyer.

To learn more, see my recent article in Law Practice Magazine: The Power of “No”,  Volume 40, Number 2 (March /April 2014) at the following link:  http://bit.do/jGNM

Helping Lawyers Lead Others Effectively and Strategically

Welcome to the Strategic Legal Leadership Blog.  My hope is that I can help lawyers to be better leaders in the practice of law, and in their professional lives.  Being a lawyer is about leading others in a positive way.  It is primarily about influence.  One of the most basic definitions of leadership is simply “influence”.  Being a lawyer is therefore very much about being a leader. 

Over twelve years of leading my law firm as managing partner, as well as many more years in leadership positions within my law firm and other professional organizations, I have come to realize that theories of leadership are very easy to understand, but not as easy to apply.  I hope that through this blog I might help others understand my views on the application of basic leadership laws and principles to leadership of a law firm and the clients the firm says it serves.      

I hope you will check back at least weekly.  I hope you will find my insight and experience of leading lawyers helpful in your own law practice, professional organization or business.