Mentoring Tomorrow's Law Firm Leaders

Sir Isaac Newton stated, “If I have seen farther than others, it is because I was standing on the shoulders of giants.” Former First Lady Rosalynn Carter observed, “A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go but ought to be.” To which form of leadership does your firm aspire? Is there another leadership model that works for your firm? Is there a reaffirmation or redesign of leadership principles on your firm's horizon?

Contemporary Environs

In today's tepid economy, maintaining client services is sometimes off balance with the skillful practice of law or the recruitment of new talent; the defining dynamic frequently falls on the shoulders of firm leadership. These fundamental concepts needn't be compartmentalized. This delicate balance deserves a dialog with all firm members and firm clients. Fear not. The conversation can be most enlightening.

What about those younger attorneys seeking leadership guidance? They dutifully follow established firm leadership guidelines when it comes to advancing their careers. But do we challenge them to be innovative and to find new paths to client satisfaction? Do we encourage them to become involved in improving the firm's client base through their established personal relationships? Can the youth-wrapped companies of today become the mature clients of our future?

Focus Forward

If a young associate comes to you and requests a video or online conference in place of a face-to-face meeting with expert witnesses, clients, or practice leaders, is he/she turned away for using methods that are too high tech or impersonal? Consider the firm's bottom line and client billing. In an age when affordable, recordable communication honors client budgets and provides the firm with broader exposure, the impact of new technology outweighs the expensive status quo. Are your firm's leaders open to exploring these new avenues of communication? Does a short-term firm investment in new technologies outweigh long-term client convenience? Does being able to relive the (recorded) moment have value and provide contemplative strategies?

Remember when PDAs were considered leading edge technology? Can you do without a PDA today? Imagine going back to the days of fax only. Remember the time constraints of voice only communication? We are in a sophisticated and complex messaging world today. We need to focus forward instead of adapting as required. If the technology has escaped you, seek training to bring your skills into the realm of savvy users. And while you're at it, remind youthful users of protective document retention guidelines. Vigilance, while advising leading-edge adopters, is a good and necessary thing.

Work It

When faced with a challenge, a law firm partner whom I admire greatly, and whose articles I frequently read, wisely states, “Work the problem.” Don't run from it. Don't mask it. Confront the issue and its participants, and find a solution that benefits firm clients and promotes firm growth. If an issue affects one client, it's sure to confront others. Being able to comprehend one client's conflict and present a successful resolution, puts other clients in capable (your firm's) hands. But what about the conflict within the firm?

If law firm management advice and collaboration is not what you seek, then you wouldn't be reading this publication.

How many of us peek at news blogs where content is contributed by disgruntled personnel in order to discover what's “really” happening in firms or companies? Seeing your firm or company name in a blog headline can be shocking. Follow-up posts dispelling the allegations are just as telling. Resist the “Are Not! Are Too!” blog-posting interactions that only fan the issue's flames. Instead, begin an internal dialog about the issues and develop a list of suggestions for their resolve. Especially, ask the opinions of newer members of the firm. They are seeking long-term opportunities to replace their brief periods consumed by college, law school, summer
programs or clerkships. Analyzing their observances as part of recent experiences can add insight to a firm's established charter. When youthful experiences contrast drastically with your firm's chosen path, encourage discussions that may result in alternatives that enhance client services.

Client Development Is Everyone's Responsibility

Daily client communications, marketing efforts, successful representations or practice expansions are not the only tools to be considered in evaluating a firm's fiscal health. Publicizing a firm's green initiative to environmental clients, for example, demonstrates a proactive understanding of specific client matters. Providing pro bono services and enlisting the entire firm in charitable activities links a firm to its community. Fading in approval from today's leaner, loftier, purpose-driven clients is the doling out of entertainment event tickets. Offering in-house learning or compliance events may be a better use of limited business development funds.

In past articles, this author has encouraged Partners to consider personal contacts as part of the firm's overall marketing assets. What about lateral hires? What about new associates? The sooner a firm collects valuable contact information with general counsel, management decision-makers, and classmates as viable business development targets, the better a firm's matter selection becomes.

Summer Associates' and Interns' Motivation 2009

When this year's class of summer associates departed, the seats they once occupied were noticeably silent. More so than in years past. They were a much more dedicated group this year. They were appreciative of the opportunity to work on “real law.” They bonded in exceptional ways with leadership, Partners, and fellow classmates. Their collaborative efforts had a distinct client focus. Scaled-down entertainment events often morphed into philosophical discussions that spurred established attorneys to reconsider traditional perspectives.

To these chosen few summer associates, the name of the firm over the reception desk is no longer about prestige, salary levels or alumni. They are grateful to participate in matters where their talents and opinions warrant acknowledgment. Eager, as always, they looked forward to contributing next year ' as new firm members or returning recruits. Does it get any better than that?

The More, the Merrier

Dedicating time to nurture attorneys and leaders of the future should not be limited to key firm players. Dialogs with all firm staff can only yield well-rounded contributors. There is value in participating in secretarial sessions. There is skills development in observing client negotiations. Knowledge obtained in trial observation is priceless. Helping to develop administrative processes accentuates the need for compliance. Workflow input in technology decisions does enhance client satisfaction. Regular, practice updates (both firm and governmental/regulatory) does offer client options and can elevate levels of expertise that separate one firm's practice from another's.

Follow the Leader

Yesterday's leaders are today's legends. Tomorrow's leaders are today's rebels. We owe it to ourselves to find a productive outlet for new talent. Firm leaders should encourage hopeful associates to observe decisive client meetings. Set involvement ground rules well before the event. Afterwards, discuss the event with the associate and strategize about the resolution possibilities. Discovered leadership qualities and inventive suggestions will surely invigorate practice leaders. Resultant innovative strategies will impress clients as well.

Paula Campbell, a member of this newsletter's Board of Editors, is the Technology Training Specialist for her firm's California offices. Paula has spent over 19 years observing firm culture, processes and development as an international legal technology consultant and educator. Paula can be reached at [email protected]. The views set forth herein are the personal views of the author and do not necessarily reflect those of the law firm with which she is associated.

Sir Isaac Newton stated, “If I have seen farther than others, it is because I was standing on the shoulders of giants.” Former First Lady Rosalynn Carter observed, “A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go but ought to be.” To which form of leadership does your firm aspire? Is there another leadership model that works for your firm? Is there a reaffirmation or redesign of leadership principles on your firm's horizon?

Contemporary Environs

In today's tepid economy, maintaining client services is sometimes off balance with the skillful practice of law or the recruitment of new talent; the defining dynamic frequently falls on the shoulders of firm leadership. These fundamental concepts needn't be compartmentalized. This delicate balance deserves a dialog with all firm members and firm clients. Fear not. The conversation can be most enlightening.

What about those younger attorneys seeking leadership guidance? They dutifully follow established firm leadership guidelines when it comes to advancing their careers. But do we challenge them to be innovative and to find new paths to client satisfaction? Do we encourage them to become involved in improving the firm's client base through their established personal relationships? Can the youth-wrapped companies of today become the mature clients of our future?

Focus Forward

If a young associate comes to you and requests a video or online conference in place of a face-to-face meeting with expert witnesses, clients, or practice leaders, is he/she turned away for using methods that are too high tech or impersonal? Consider the firm's bottom line and client billing. In an age when affordable, recordable communication honors client budgets and provides the firm with broader exposure, the impact of new technology outweighs the expensive status quo. Are your firm's leaders open to exploring these new avenues of communication? Does a short-term firm investment in new technologies outweigh long-term client convenience? Does being able to relive the (recorded) moment have value and provide contemplative strategies?

Remember when PDAs were considered leading edge technology? Can you do without a PDA today? Imagine going back to the days of fax only. Remember the time constraints of voice only communication? We are in a sophisticated and complex messaging world today. We need to focus forward instead of adapting as required. If the technology has escaped you, seek training to bring your skills into the realm of savvy users. And while you're at it, remind youthful users of protective document retention guidelines. Vigilance, while advising leading-edge adopters, is a good and necessary thing.

Work It

When faced with a challenge, a law firm partner whom I admire greatly, and whose articles I frequently read, wisely states, “Work the problem.” Don't run from it. Don't mask it. Confront the issue and its participants, and find a solution that benefits firm clients and promotes firm growth. If an issue affects one client, it's sure to confront others. Being able to comprehend one client's conflict and present a successful resolution, puts other clients in capable (your firm's) hands. But what about the conflict within the firm?

If law firm management advice and collaboration is not what you seek, then you wouldn't be reading this publication.

How many of us peek at news blogs where content is contributed by disgruntled personnel in order to discover what's “really” happening in firms or companies? Seeing your firm or company name in a blog headline can be shocking. Follow-up posts dispelling the allegations are just as telling. Resist the “Are Not! Are Too!” blog-posting interactions that only fan the issue's flames. Instead, begin an internal dialog about the issues and develop a list of suggestions for their resolve. Especially, ask the opinions of newer members of the firm. They are seeking long-term opportunities to replace their brief periods consumed by college, law school, summer
programs or clerkships. Analyzing their observances as part of recent experiences can add insight to a firm's established charter. When youthful experiences contrast drastically with your firm's chosen path, encourage discussions that may result in alternatives that enhance client services.

Client Development Is Everyone's Responsibility

Daily client communications, marketing efforts, successful representations or practice expansions are not the only tools to be considered in evaluating a firm's fiscal health. Publicizing a firm's green initiative to environmental clients, for example, demonstrates a proactive understanding of specific client matters. Providing pro bono services and enlisting the entire firm in charitable activities links a firm to its community. Fading in approval from today's leaner, loftier, purpose-driven clients is the doling out of entertainment event tickets. Offering in-house learning or compliance events may be a better use of limited business development funds.

In past articles, this author has encouraged Partners to consider personal contacts as part of the firm's overall marketing assets. What about lateral hires? What about new associates? The sooner a firm collects valuable contact information with general counsel, management decision-makers, and classmates as viable business development targets, the better a firm's matter selection becomes.

Summer Associates' and Interns' Motivation 2009

When this year's class of summer associates departed, the seats they once occupied were noticeably silent. More so than in years past. They were a much more dedicated group this year. They were appreciative of the opportunity to work on “real law.” They bonded in exceptional ways with leadership, Partners, and fellow classmates. Their collaborative efforts had a distinct client focus. Scaled-down entertainment events often morphed into philosophical discussions that spurred established attorneys to reconsider traditional perspectives.

To these chosen few summer associates, the name of the firm over the reception desk is no longer about prestige, salary levels or alumni. They are grateful to participate in matters where their talents and opinions warrant acknowledgment. Eager, as always, they looked forward to contributing next year ' as new firm members or returning recruits. Does it get any better than that?

The More, the Merrier

Dedicating time to nurture attorneys and leaders of the future should not be limited to key firm players. Dialogs with all firm staff can only yield well-rounded contributors. There is value in participating in secretarial sessions. There is skills development in observing client negotiations. Knowledge obtained in trial observation is priceless. Helping to develop administrative processes accentuates the need for compliance. Workflow input in technology decisions does enhance client satisfaction. Regular, practice updates (both firm and governmental/regulatory) does offer client options and can elevate levels of expertise that separate one firm's practice from another's.

Follow the Leader

Yesterday's leaders are today's legends. Tomorrow's leaders are today's rebels. We owe it to ourselves to find a productive outlet for new talent. Firm leaders should encourage hopeful associates to observe decisive client meetings. Set involvement ground rules well before the event. Afterwards, discuss the event with the associate and strategize about the resolution possibilities. Discovered leadership qualities and inventive suggestions will surely invigorate practice leaders. Resultant innovative strategies will impress clients as well.

Paula Campbell, a member of this newsletter's Board of Editors, is the Technology Training Specialist for her firm's California offices. Paula has spent over 19 years observing firm culture, processes and development as an international legal technology consultant and educator. Paula can be reached at [email protected]. The views set forth herein are the personal views of the author and do not necessarily reflect those of the law firm with which she is associated.