<b>Professional Development Universe: </b>Business Decision: An Investment in Professional Development

With few exceptions, law firm mission statements espouse a deep and sincere commitment to excellence. The firm's lawyers and staff meet the highest standards of legal acumen: Knowledge, skill and service are unsurpassed at the local, regional or global level. What will distinguish one great firm from the other will be measurable investments of time, money and resources in learning for all, not only the law, dispute resolution skills and client communication, but also leadership, management and personal health.

Companies that have survived and thrive through recessions have not only taken a hard look at and adjusted their business models, but they have also invested in learning and promoted it as a core expectation. Law firms are businesses that need to embrace and demonstrate their commitment to learning if they are to thrive today and in the marketplace of the future.

Time Investment ' A Career Commitment: Green lawyers represent the bench strength of the firm. They are the future rainmakers, mentors and managing partners. At this stage, clients are fortunate to have the less expensive talent at their disposal, but it is “paid training” that comes with some risk, even if minimal. Intense, guided practice by an experienced expert and in-house training programs appear to be the norm until the molting period is over and the new lawyer can fly solo. This makes a lot of sense, but falls short of meeting the long-term business needs of firms that want to remain competitive.

As lawyers progress in their careers, far less attention is paid to their development. They become self-appointed teachers, invited guests to bar presentations and eventually partners. Professor Robert Kegan, a psychologist at the Harvard School of Education teaches that adults continue to evolve and learn in response to identifiable life stages. Without adequate professional and personal development throughout one's career, there is substantial risk of stagnation, burnout, and perhaps costly malpractice. The investment in time will reap dividends in retention, business development and employee satisfaction.

A great deal of effort is put into the formative years; and far less time in the later years, a clear shortcoming for firm leaders to consider. Just as critical, firm leaders should posses the capacity to assess whether teaching is effective, and whether predetermined outcomes have been achieved. The learner's time, the teacher's time, the professional development expert's time add up quickly. Thus, a careful examination of the curriculum, pedagogy, and teaching skills will help determine whether the time is well spent and meets the firm's business priorities. Most firms have an expectation of billable hours. What is the expectation for learning hours?

Money, Accountability and Value: Well-managed firms budget for marketing, recruiting, and administrative services that will support, but not compromise, the practice. A firm can demonstrate its commitment to learning for all by segregating funds for the professional development of lawyers, staff and management. How much is devoted and who controls the budget will be primary issues to address. Human resources experts have indicated that between 3%-5% of the gross payroll should be devoted to learning, but this does not happen without building credibility and value. The professional development director will need to be able to demonstrate value to the firm, department and individual learner. Firm management should require periodic needs assessments ' annual plans that are aligned with business goals and performance criteria ' and strategies for determining the impact and effectiveness of educational programs. Law firms can integrate these accepted practices over time. If there are to be struggles over policy, content and money, most of which are inevitable, a working partnership between the PD director and management is essential from the outset. Segregation of funds for learning acts as a catalyst for continuous improvement, sends a positive message throughout the firm, and if spent wisely will realize substantial return on the investment.

Resources: Learning does require resources beyond the people and money. External non-law-related experts, such as scientists or doctors, bring depth not otherwise found except during case preparation, when it may be too late for learning. State-of-the-art technology makes self-paced learning available 24/7, and links multiple offices or off-site experts. High quality video/DVD recording and duplication capacity, and old-fashioned hard copy (paper), plus qualified staff to coordinate each aspect of a learning program, are equally essential. Rarely discussed until it is an issue, clear policies that permit people to attend programs during working hours (or later), and return phone calls or e-mails during designated times, eliminate obstacles that can side track learning, and result in lost time and money.

Choosing to invest money, time and resources in learning for all is a business decision that should be mapped out carefully by the firm's management team. Over time, the commitment will emerge and become part of the firm's culture, reputation, and a mark of quality that will distinguish it from other firms, create new business opportunities and retain lawyers invigorated by a constant state of renewal.

Robert Clayman, M.Ed, J.D., an expert in professional development, leadership and organizational change, is the Editor of this new column. He was a U.S. Supreme Court Fellow from 1997 to 1998, and served in the Massachusetts judicial branch for 14 years; 10 as the head of judicial education. He is a principal of Quantum Learning, and leads the creation of leadership development and organizational improvement initiatives with Coulter Consulting of Manchester, MA. Robert can be reached at [email protected].

With few exceptions, law firm mission statements espouse a deep and sincere commitment to excellence. The firm's lawyers and staff meet the highest standards of legal acumen: Knowledge, skill and service are unsurpassed at the local, regional or global level. What will distinguish one great firm from the other will be measurable investments of time, money and resources in learning for all, not only the law, dispute resolution skills and client communication, but also leadership, management and personal health.

Companies that have survived and thrive through recessions have not only taken a hard look at and adjusted their business models, but they have also invested in learning and promoted it as a core expectation. Law firms are businesses that need to embrace and demonstrate their commitment to learning if they are to thrive today and in the marketplace of the future.

Time Investment ' A Career Commitment: Green lawyers represent the bench strength of the firm. They are the future rainmakers, mentors and managing partners. At this stage, clients are fortunate to have the less expensive talent at their disposal, but it is “paid training” that comes with some risk, even if minimal. Intense, guided practice by an experienced expert and in-house training programs appear to be the norm until the molting period is over and the new lawyer can fly solo. This makes a lot of sense, but falls short of meeting the long-term business needs of firms that want to remain competitive.

As lawyers progress in their careers, far less attention is paid to their development. They become self-appointed teachers, invited guests to bar presentations and eventually partners. Professor Robert Kegan, a psychologist at the Harvard School of Education teaches that adults continue to evolve and learn in response to identifiable life stages. Without adequate professional and personal development throughout one's career, there is substantial risk of stagnation, burnout, and perhaps costly malpractice. The investment in time will reap dividends in retention, business development and employee satisfaction.

A great deal of effort is put into the formative years; and far less time in the later years, a clear shortcoming for firm leaders to consider. Just as critical, firm leaders should posses the capacity to assess whether teaching is effective, and whether predetermined outcomes have been achieved. The learner's time, the teacher's time, the professional development expert's time add up quickly. Thus, a careful examination of the curriculum, pedagogy, and teaching skills will help determine whether the time is well spent and meets the firm's business priorities. Most firms have an expectation of billable hours. What is the expectation for learning hours?

Money, Accountability and Value: Well-managed firms budget for marketing, recruiting, and administrative services that will support, but not compromise, the practice. A firm can demonstrate its commitment to learning for all by segregating funds for the professional development of lawyers, staff and management. How much is devoted and who controls the budget will be primary issues to address. Human resources experts have indicated that between 3%-5% of the gross payroll should be devoted to learning, but this does not happen without building credibility and value. The professional development director will need to be able to demonstrate value to the firm, department and individual learner. Firm management should require periodic needs assessments ' annual plans that are aligned with business goals and performance criteria ' and strategies for determining the impact and effectiveness of educational programs. Law firms can integrate these accepted practices over time. If there are to be struggles over policy, content and money, most of which are inevitable, a working partnership between the PD director and management is essential from the outset. Segregation of funds for learning acts as a catalyst for continuous improvement, sends a positive message throughout the firm, and if spent wisely will realize substantial return on the investment.

Resources: Learning does require resources beyond the people and money. External non-law-related experts, such as scientists or doctors, bring depth not otherwise found except during case preparation, when it may be too late for learning. State-of-the-art technology makes self-paced learning available 24/7, and links multiple offices or off-site experts. High quality video/DVD recording and duplication capacity, and old-fashioned hard copy (paper), plus qualified staff to coordinate each aspect of a learning program, are equally essential. Rarely discussed until it is an issue, clear policies that permit people to attend programs during working hours (or later), and return phone calls or e-mails during designated times, eliminate obstacles that can side track learning, and result in lost time and money.

Choosing to invest money, time and resources in learning for all is a business decision that should be mapped out carefully by the firm's management team. Over time, the commitment will emerge and become part of the firm's culture, reputation, and a mark of quality that will distinguish it from other firms, create new business opportunities and retain lawyers invigorated by a constant state of renewal.

Robert Clayman, M.Ed, J.D., an expert in professional development, leadership and organizational change, is the Editor of this new column. He was a U.S. Supreme Court Fellow from 1997 to 1998, and served in the Massachusetts judicial branch for 14 years; 10 as the head of judicial education. He is a principal of Quantum Learning, and leads the creation of leadership development and organizational improvement initiatives with Coulter Consulting of Manchester, MA. Robert can be reached at [email protected].