<b>Professional Development University</b> Leadership, Legacy and Self Determination: A PD Exercise for the New Year

I have been fortunate to work with or for a Congressman, numerous Chief Justices, trial and appellate judges, university professors and deans, committee chairs, school principals, corporate executives and other leaders without formal titles. Many of them were trained as lawyers and we worked in partnership. But, while most of the corporate and public sector professions constantly have an eye on leadership development, law firm management has only recently started to give adequate attention to strategies that build the leadership capabilities of individuals and teams.

There are reams of scholarly advice and millions of consulting dollars spent on leadership thinking and development. From the halls of the Harvard Business School, to bar sponsored seminars, to offices of in-house counsel, to law-firm conference rooms, there is a constant search for signs of leadership that will guide the legal profession to higher standards of client service and civility, lower costs and higher profitability, strategic advantage, and survival in a volatile global economy. Whether you adapt Jack Welch's GE model, Lawrence Summers' standard at Harvard, one of Steven Covey's Seven Habits “Begin with the end in mind,” or a less prominent role model, you possess the ultimate power to control your leadership destiny and legacy. Leadership development requires active engagement, introspection, dialogue and courage to listen and learn.

I suggest, for the purpose of this brief column, that law firm leaders begin with the end in mind. Once we know where we want to go as leaders, then we can begin to chart a course that may lead us and others to that legacy destination or to one that exceeds our expectations and takes us into uncharted territory.

Which of the following is your leadership legacy?

• Rainmaker Extraordinaire.
• “She always listened in a genuine way.”
• “Each time we spoke about a client, he treated me with respect and valued my thinking. That's how I will treat associates when I am a partner.”
• “He cared about each person, and built the firm around his core values of compassion, diligence and trust.”
• “Under her leadership, I knew the firm would prosper because she had an innate understanding of the clients' needs, backed it up with data, and shared her knowledge. I knew what to expect and got concise feedback.”
• “He gave collaboration new meaning. I was no longer an island among many in the firm.”

Do any of these legacy statements apply now or would you like them to apply to your role as a leader or future leader in the profession? Your reputation is your lasting legacy and it is one part of a future that you can shape each day. The process you employ, the words you choose, the values you exemplify, timing, delivery and manner, and how you spend your time will create that legacy.

Your Assignment: Take a few minutes to handwrite your leadership legacy statement. Three to five simple statements or quotes are sufficient. Once they are written, mail the document to your home. On back seal, write an instruction to open it in 30 days. Once you open it, copy or rewrite each statement on a separate note card. On each card write an example of how you have worked, or will, work to fulfill your legacy. Keep it simple. The statements and your actions will be stepping stones to your development and stamina in the leadership arena. You can also lead others in your firm through this exercise, and as trust builds, you will share your vision and chart a shared course.

Based upon my experience with a broad range of leaders who may have learned from Machiavelli or Roosevelt, Gandhi or Meir, or Lincoln, Nixon or Carter, these are my top seven indispensable leadership commitments or qualities for your consideration in the New Year.

1. Compassion: A virtue the some see as a weakness, but it serves as a leadership magnate; there is never enough and there is always a new level of learning.

2. Communication: Trust, transfer of knowledge, and learning are dependent upon open, two-way communication.

3. Collaboration: The global economy, the opening of the human genome, and advances in technology requires leaders to force face-to-face interaction in order to practice compassion, communication, civility, and continuous improvement that are aligned with client norms and expectations.

4. Civility: Seasoned attorneys will tell you that civility is on the “endangered values” list; it is practiced, taught and learned through example and vigilance to the highest standards and exemplary role models.

5. Innovation: While precedence is one cornerstone of the profession, to compete in a global economy, lawyers need to accept the risks and benefits of innovation in practice management, retention, diversity, client service, strategic business development and honing the “cutting edge” of legal practice; innovation may require letting go of but not forgetting past practices.

6. Continuous Improvement: A cul-tural norm practiced by every employee of the firm that recognizes that one's performance and excellence is on a continuum rather than an end in and of itself. Once a goal has been achieved, the bar is set a little higher and one is supported in their continuous effort to meet the new standard. It is the Olympic philosophy for performance and quality.

7. Diversification in People, Specializations and Business Practice: To keep pace with client expectations and service standards (language, culture and business norms in different countries or regions of the U.S.) and respond to unpredictable changes in politics, the economy and science, firms need to cultivate and retain employees, promote multiple specializations and promote innovation through research and development.

It is not critical that the Top 7 resonate with you. I do not necessarily seek agreement. What is vital to leadership development is dialogue and modification to fit your firm's culture, priorities and foreseeable client needs. Use this brief column to engage associates and senior partners. They may nod in agreement or check the time. Lead the discussion. Listen to their words and movements. It will speak volumes about the future of the firm. Shape your firms leadership commitments and you may fulfill your self-determined legacy.

I have been fortunate to work with or for a Congressman, numerous Chief Justices, trial and appellate judges, university professors and deans, committee chairs, school principals, corporate executives and other leaders without formal titles. Many of them were trained as lawyers and we worked in partnership. But, while most of the corporate and public sector professions constantly have an eye on leadership development, law firm management has only recently started to give adequate attention to strategies that build the leadership capabilities of individuals and teams.

There are reams of scholarly advice and millions of consulting dollars spent on leadership thinking and development. From the halls of the Harvard Business School, to bar sponsored seminars, to offices of in-house counsel, to law-firm conference rooms, there is a constant search for signs of leadership that will guide the legal profession to higher standards of client service and civility, lower costs and higher profitability, strategic advantage, and survival in a volatile global economy. Whether you adapt Jack Welch's GE model, Lawrence Summers' standard at Harvard, one of Steven Covey's Seven Habits “Begin with the end in mind,” or a less prominent role model, you possess the ultimate power to control your leadership destiny and legacy. Leadership development requires active engagement, introspection, dialogue and courage to listen and learn.

I suggest, for the purpose of this brief column, that law firm leaders begin with the end in mind. Once we know where we want to go as leaders, then we can begin to chart a course that may lead us and others to that legacy destination or to one that exceeds our expectations and takes us into uncharted territory.

Which of the following is your leadership legacy?

• Rainmaker Extraordinaire.
• “She always listened in a genuine way.”
• “Each time we spoke about a client, he treated me with respect and valued my thinking. That's how I will treat associates when I am a partner.”
• “He cared about each person, and built the firm around his core values of compassion, diligence and trust.”
• “Under her leadership, I knew the firm would prosper because she had an innate understanding of the clients' needs, backed it up with data, and shared her knowledge. I knew what to expect and got concise feedback.”
• “He gave collaboration new meaning. I was no longer an island among many in the firm.”

Do any of these legacy statements apply now or would you like them to apply to your role as a leader or future leader in the profession? Your reputation is your lasting legacy and it is one part of a future that you can shape each day. The process you employ, the words you choose, the values you exemplify, timing, delivery and manner, and how you spend your time will create that legacy.

Your Assignment: Take a few minutes to handwrite your leadership legacy statement. Three to five simple statements or quotes are sufficient. Once they are written, mail the document to your home. On back seal, write an instruction to open it in 30 days. Once you open it, copy or rewrite each statement on a separate note card. On each card write an example of how you have worked, or will, work to fulfill your legacy. Keep it simple. The statements and your actions will be stepping stones to your development and stamina in the leadership arena. You can also lead others in your firm through this exercise, and as trust builds, you will share your vision and chart a shared course.

Based upon my experience with a broad range of leaders who may have learned from Machiavelli or Roosevelt, Gandhi or Meir, or Lincoln, Nixon or Carter, these are my top seven indispensable leadership commitments or qualities for your consideration in the New Year.

1. Compassion: A virtue the some see as a weakness, but it serves as a leadership magnate; there is never enough and there is always a new level of learning.

2. Communication: Trust, transfer of knowledge, and learning are dependent upon open, two-way communication.

3. Collaboration: The global economy, the opening of the human genome, and advances in technology requires leaders to force face-to-face interaction in order to practice compassion, communication, civility, and continuous improvement that are aligned with client norms and expectations.

4. Civility: Seasoned attorneys will tell you that civility is on the “endangered values” list; it is practiced, taught and learned through example and vigilance to the highest standards and exemplary role models.

5. Innovation: While precedence is one cornerstone of the profession, to compete in a global economy, lawyers need to accept the risks and benefits of innovation in practice management, retention, diversity, client service, strategic business development and honing the “cutting edge” of legal practice; innovation may require letting go of but not forgetting past practices.

6. Continuous Improvement: A cul-tural norm practiced by every employee of the firm that recognizes that one's performance and excellence is on a continuum rather than an end in and of itself. Once a goal has been achieved, the bar is set a little higher and one is supported in their continuous effort to meet the new standard. It is the Olympic philosophy for performance and quality.

7. Diversification in People, Specializations and Business Practice: To keep pace with client expectations and service standards (language, culture and business norms in different countries or regions of the U.S.) and respond to unpredictable changes in politics, the economy and science, firms need to cultivate and retain employees, promote multiple specializations and promote innovation through research and development.

It is not critical that the Top 7 resonate with you. I do not necessarily seek agreement. What is vital to leadership development is dialogue and modification to fit your firm's culture, priorities and foreseeable client needs. Use this brief column to engage associates and senior partners. They may nod in agreement or check the time. Lead the discussion. Listen to their words and movements. It will speak volumes about the future of the firm. Shape your firms leadership commitments and you may fulfill your self-determined legacy.