Professional Development University: Ahead of the Curve

Why are law firm partners, associates and staff retreating? Has the battle become so intense that the commanders believe the troops need to pull back, refresh and reorganize? Or cut their losses and move on? Is it a time away from the daily grind of billable hours and client demands that provides everyone with a minute to breathe on the firm's dime? Is it reward or retribution? Is there a moment or two of professional development that will be recognized as CLE? Is it the new leadership's moment to deliver the 'new message' to a captive audience? Is it a time for partners and executives to take a few steps back so they can make greater progress on key business objectives in the coming months? Is it time to take stock, look at the data, reflect and create action items that align the firm's assets with strategic business decisions?

Move Forward

Rather than 'retreat,' I would like to suggest that we reframe this annual event and call it 'The Progress.' (As a noun, verb, process or result ' we want to see progress, not retreat.) If there is time allotted for the Three Rs usually associated with a retreat ' rest, recreation and relaxation ' then make it clear. But to all who attend the firm 'Annual Progress,' the message is that we are gathering to make progress, become better at what we do and improve the performance of individuals, practice groups and the firm as a whole.

Each year, law firms across the country invest millions of dollars in the 'annual law firm retreat.' Direct and indirect cash outlays, irretrievable billable hours, lost productivity of dejected staff left behind at the office, a few unanswered client calls, often with little sense of what they want to accomplish and whether they can quantify the 'real return on the investment (RROI)' are among the taboo topics that law firm managers may want to avoid because our intuition tells us that 'retreating is good for the firm and good for the people.' The afterglow of an off-site retreat, held at a resort with more than the comforts of home (no dog to walk or garbage to take out), results in positive comments with few criticisms, as it may reflect poorly on the partners who trumpeted the call to 'retreat.'

What can be done to maximize progress and minimize retreat?

Reestablish a Firm Culture and Prepare. Establish a firm culture and commitment to 'continuous progress,' thus the annual 'Firm Progress.' Schedule the Progress about the same time each year and put it on the firm calendar 3 years in advance. Lead-ership should motivate department chairs to schedule regular Progress meetings as well. Similar to trial preparation and teaching, 90% of a successful firm-wide meeting is in the preparation. The Managing Partner should delegate the leadership responsibility to a partner who is respected for open communication, a non-lawyer professional, as well as a small, productive working group that reflects the target audience. If necessary, hire an outside consultant who can make a substantial commitment to the working group, understands group dynamics and processes, organizational growth, and has access to numerous, sophisticated resources.

Invest the Time in Preparation. Time is a major commodity at any law firm. However, taking 50 or more lawyers off the clock for 3 days requires that their time is used wisely and they perceive that it will help them serve their clients and increase their bottom line. Members of the working group who have billable hour requirements may receive a 10 hour per month credit for work on the Progress. It is an investment that will reap dividends.

Engagement. A doctor who does not engage his or her patient in a discussion will miss vital information about the patient's health and treatment. The same rule applies to law firms.

Every key participant and his or her direct reports should be engaged during the development phase. A major firm meeting that does not include well-run focus groups, individual interviews and well-designed survey instruments, creates presumptuous agenda building that can easily miss the mark and alienate participants before their first group meal.

Connection to Firm's Business Plan. Does the firm or practice group have a business strategy? Whether it is formalized with metrics or 'generally known,' the agenda and methods used during the Progress will need to be linked to the business plan. The agenda may call for the creation, or a reassessment of, the plan, its application to each practice group or the identification of basic metrics, or marketing strategies to meet specific goals.

Communication. Make a commitment to continuous communication about the firm Progress. Share results of the needs assessments soon after they are completed. Provide an online forum for an exchange of ideas and resources, but do not neglect to invite partners, associates and staff to planning meetings. Three to four months before the meeting, remind participants of the details so they can plan with their families and make travel arrangements. Provide them with a draft agenda. If they are presenting, the lead manager of the project needs to provide necessary guidance and coaching to ensure that everyone is prepared. There are many logistical details that require ongoing communication. Use the power of delegation, initiative and constant communication.

Time Allocation and Proportion. With few exceptions, the practice of law depends upon relationships. Firm meetings that are packed with business and lectures can defeat the progress objective by building walls. Well-designed interactive strategies require time, but are most effective and productive; they open lines of communication and create opportunities for future cooperative (cross-selling) ventures. Do leave time for fun and provide healthy habits, such as exercise routines and eating that can be replicated during the regular business day. Finally, build in time for new lawyers and staff to access the 'power brokers' at the firm and take time to proactively show an interest in them.

Pre-determine Metrics. Prior to an extended firm meeting, management rarely identifies 'success indicators' that are based upon predetermined objectives or expected outcomes. If this basic step is completed during the program's development, the objectives are not only clear from the outset, but are then integrated into evaluation instruments that measure immediate and long-term impact. Using well-designed metrics does not eliminate narrative and informal grapevine feedback, it merely provides consistent measures of program's value as well the basis for meaningful follow-up.

Debrief. Within a week of the Progress, the working group should meet to take stock of their successes, look at initial data and examine and capture what worked well and what needs to be improved upon

Post Progress Follow-up. The most powerful outcome of the firm-wide Progress meeting will be at the practice group, department and individual level. Chairs and directors will need to provide leadership that includes ongoing communication, focus on priorities, managing progress. The firm-wide Progress can be a launching pad for smaller meetings.

How can law firms maintain an edge on their competition? Hone the cutting edge. Don't retreat. Progress.

Why are law firm partners, associates and staff retreating? Has the battle become so intense that the commanders believe the troops need to pull back, refresh and reorganize? Or cut their losses and move on? Is it a time away from the daily grind of billable hours and client demands that provides everyone with a minute to breathe on the firm's dime? Is it reward or retribution? Is there a moment or two of professional development that will be recognized as CLE? Is it the new leadership's moment to deliver the 'new message' to a captive audience? Is it a time for partners and executives to take a few steps back so they can make greater progress on key business objectives in the coming months? Is it time to take stock, look at the data, reflect and create action items that align the firm's assets with strategic business decisions?

Move Forward

Rather than 'retreat,' I would like to suggest that we reframe this annual event and call it 'The Progress.' (As a noun, verb, process or result ' we want to see progress, not retreat.) If there is time allotted for the Three Rs usually associated with a retreat ' rest, recreation and relaxation ' then make it clear. But to all who attend the firm 'Annual Progress,' the message is that we are gathering to make progress, become better at what we do and improve the performance of individuals, practice groups and the firm as a whole.

Each year, law firms across the country invest millions of dollars in the 'annual law firm retreat.' Direct and indirect cash outlays, irretrievable billable hours, lost productivity of dejected staff left behind at the office, a few unanswered client calls, often with little sense of what they want to accomplish and whether they can quantify the 'real return on the investment (RROI)' are among the taboo topics that law firm managers may want to avoid because our intuition tells us that 'retreating is good for the firm and good for the people.' The afterglow of an off-site retreat, held at a resort with more than the comforts of home (no dog to walk or garbage to take out), results in positive comments with few criticisms, as it may reflect poorly on the partners who trumpeted the call to 'retreat.'

What can be done to maximize progress and minimize retreat?

Reestablish a Firm Culture and Prepare. Establish a firm culture and commitment to 'continuous progress,' thus the annual 'Firm Progress.' Schedule the Progress about the same time each year and put it on the firm calendar 3 years in advance. Lead-ership should motivate department chairs to schedule regular Progress meetings as well. Similar to trial preparation and teaching, 90% of a successful firm-wide meeting is in the preparation. The Managing Partner should delegate the leadership responsibility to a partner who is respected for open communication, a non-lawyer professional, as well as a small, productive working group that reflects the target audience. If necessary, hire an outside consultant who can make a substantial commitment to the working group, understands group dynamics and processes, organizational growth, and has access to numerous, sophisticated resources.

Invest the Time in Preparation. Time is a major commodity at any law firm. However, taking 50 or more lawyers off the clock for 3 days requires that their time is used wisely and they perceive that it will help them serve their clients and increase their bottom line. Members of the working group who have billable hour requirements may receive a 10 hour per month credit for work on the Progress. It is an investment that will reap dividends.

Engagement. A doctor who does not engage his or her patient in a discussion will miss vital information about the patient's health and treatment. The same rule applies to law firms.

Every key participant and his or her direct reports should be engaged during the development phase. A major firm meeting that does not include well-run focus groups, individual interviews and well-designed survey instruments, creates presumptuous agenda building that can easily miss the mark and alienate participants before their first group meal.

Connection to Firm's Business Plan. Does the firm or practice group have a business strategy? Whether it is formalized with metrics or 'generally known,' the agenda and methods used during the Progress will need to be linked to the business plan. The agenda may call for the creation, or a reassessment of, the plan, its application to each practice group or the identification of basic metrics, or marketing strategies to meet specific goals.

Communication. Make a commitment to continuous communication about the firm Progress. Share results of the needs assessments soon after they are completed. Provide an online forum for an exchange of ideas and resources, but do not neglect to invite partners, associates and staff to planning meetings. Three to four months before the meeting, remind participants of the details so they can plan with their families and make travel arrangements. Provide them with a draft agenda. If they are presenting, the lead manager of the project needs to provide necessary guidance and coaching to ensure that everyone is prepared. There are many logistical details that require ongoing communication. Use the power of delegation, initiative and constant communication.

Time Allocation and Proportion. With few exceptions, the practice of law depends upon relationships. Firm meetings that are packed with business and lectures can defeat the progress objective by building walls. Well-designed interactive strategies require time, but are most effective and productive; they open lines of communication and create opportunities for future cooperative (cross-selling) ventures. Do leave time for fun and provide healthy habits, such as exercise routines and eating that can be replicated during the regular business day. Finally, build in time for new lawyers and staff to access the 'power brokers' at the firm and take time to proactively show an interest in them.

Pre-determine Metrics. Prior to an extended firm meeting, management rarely identifies 'success indicators' that are based upon predetermined objectives or expected outcomes. If this basic step is completed during the program's development, the objectives are not only clear from the outset, but are then integrated into evaluation instruments that measure immediate and long-term impact. Using well-designed metrics does not eliminate narrative and informal grapevine feedback, it merely provides consistent measures of program's value as well the basis for meaningful follow-up.

Debrief. Within a week of the Progress, the working group should meet to take stock of their successes, look at initial data and examine and capture what worked well and what needs to be improved upon

Post Progress Follow-up. The most powerful outcome of the firm-wide Progress meeting will be at the practice group, department and individual level. Chairs and directors will need to provide leadership that includes ongoing communication, focus on priorities, managing progress. The firm-wide Progress can be a launching pad for smaller meetings.

How can law firms maintain an edge on their competition? Hone the cutting edge. Don't retreat. Progress.