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After years of analyzing the personal and professional styles of lawyer managers who are perceived as leaders of professionally and financially successful law firms, three inescapable conclusions have become readily apparent to the author:
It is the author's opinion that the greatest, and perhaps the most frustrating challenge with which effective leaders of law firms must deal is the approach to follow to provide leadership to their firms. Central to this conflict is whether to lead by consensus or decree. Astute leaders achieve the appropriate balance of building consensus among the partners versus managing as an autocrat.
In today's highly competitive environment, authority for managing a firm's administrative and substantive activities needs to be centralized in a managing partner and/or a management committee, to some extent. It is no longer feasible or desirable for attorneys to exercise their independence on virtually every issue. Partners must be willing to subordinate their prerogatives as owners of the firm for the “good” of the firm. This is frequently referred to as “being a good citizen of the firm.”
In determining and defining the leadership role of a law firm leader, it is important, as part of the process, to recognize those individuals who are not necessarily leaders simply by virtue of one attribute. While many firm leaders fit one or more of these descriptions, the below characteristics do not immediately signal leadership potential:
Characteristics of a Firm Leader
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