Leading a law firm
There are few people in law firms who would be seen as inspirational leaders in law firms. The “Type A” leader – firm jawed, resolute, driving and engaging – is unlikely to have the skills, knowledge and attitude required to come into a profession where risk-aversion and attention to detail are the cornerstones of the training.
But it also requres a different sort of person to inspire lawyers. Lawyers don’t follow people easily. They would far rather be left on their own with a pile of client-work to get on with. Non-compliant partners are far more common than non-compliant directors in a plc, and few aspire to run the firm.
So what works? What can a law firm leader do to be really effective?
The derivation of the word leadership gives the clue. “Leadership” comes from the Anglo-Saxon word which means “to show the way”. It’s not the same as management, which is based on the French word for “hand” and involves the manipulation of processes for maximum efficiency. To lead in a law firm requires a partner to show the way in 2 key ways:
- Set the vision. Paint the picture of what we’re here for beyond the daily grind of timesheets and demanding clients. Tell your team/department/firm where the firm is going, what makes it a great place to be, and how you as a team can get there. Not in the form of a big document, but through talking to people individually.
- Set an example. Being inspirational is not only a function of what you say. If you want your people to develop business, take them with you when you do it and let them learn from you. If you want WIP brought under control, show them how it’s done. If you want them to look after their own team members, model it.
In leadership your character matters more than your gifting, because it’s your character that is revealed when the pressure’s on. Set the vision and demonstrate the behaviour you want and the firm will (admittedly slowly) change.