Teach Your Associates Sound Management Skills

Historically, the focus on training law firm associates was centered around core skills thought to be necessary to successfully perform as an associate. Most early career training tends to be focused on refining such skills as writing ability, attention to detail, analytical ability, and verbal presentation skills. Given the radical transformation the practice of law has been going through, and the likelihood that the nature of the practice will continue to dramatically evolve, teaching old-line core skills is simply insufficient to give associates the tools they will need to succeed. Because most law schools give little to no training in any management skills, if law firms are to succeed in the new paradigm, careful consideration should be given to incorporating basic management skills training into each new lawyer's career planning process.

Developing successful lawyers for the future will require development of a new core of competencies. Here are four areas of management training that should be considered early in each new lawyers career.

Project Management

As client demands for efficient, cost-effective legal sources increase, good project management skills are a surefire method to insure efficient delivery of services. The need to plan, organize, and manage resources is inherent in virtually all types of legal work. As the legal problems of clients become increasingly complex, attorneys at all levels need to manage available resources to achieve desired results. The ability to “see” the entire project from start to finish, to break it down into manageable portions, establish appropriate lines of communication and assign responsibility for each, all the while steering the project are what project management skills are all about. These are skills that can be trained and should be learned by all associates.

Budgeting

The typical liberal arts undergraduate who proceeds directly to law school will likely have little to no education in formal business accounting, budget preparation and management of financial resources. Virtually all business clients and even many individual clients are insisting their lawyers give up front estimates of the cost to handle their projects. Furthermore, these same clients in turn expect the lawyer to stick to the initial budget. Every lawyer should have the basic skills necessary to create an accurate legal budget. As the industry evolves away from the billable hour, the old way of doing a budget by estimating rate times hours simply will not work. Furthermore, the complexities of litigation and even relatively small business transactions often require that vendors, software, experts and consultants be engaged all which represent cost factors which must be managed.

Leadership

Leadership, in its most basic form, is the ability to organize and direct a group of people to achieve a pre-stated goal. One may argue that since associates typically occupy an organizationally subservient position, it would be a waste of time and money to provide them leadership skills training. Leadership is more than being the top dog in an organization. Even first-year associates must manage clerical support, paralegal support and technical support in order to accomplish their assignments. As they progress in responsibility, the ability to keep support staff, other lawyers and even clients focused and “on-task” becomes increasingly important. The conventional wisdom was that great leaders are born and not made. However, as research into the science of leadership has advanced, many different theories on leadership have been developed and different yet effective styles of leadership have been identified. All of these theories recognize that there are certain inherent skills that can be honed and refined in even the most introverted person.

Communications/Persuasion

Be it communication with a court, opposing counsel, a client or internal staff, every successful lawyer should be a master of communication. In this day and age, mastering communication takes many forms. In an effort to stand out from the crowd and impress their new bosses and clients, all too often new lawyers feel a compulsion to simply spew all of their legal knowledge. Often, this is exactly what a client does not want. Rather, a concise, easily understood and most of all, practical answer, is what clients want. To do this effectively, lawyers must be able to read and anticipate both the needs of the recipient as well as the particular method for delivery of the message that will be best received. Consider how often billable hours get wasted when there is a poor communication between the assigning and receiving attorney, and how better communications could show measurable and positive results.

Conclusion

Regardless of the practice area or the client base being sought, in order to attract and retain clients, lawyers have to be much more than good researchers and writers. Client surveys repeatedly signal dissatisfaction with lawyers who do not listen and respond effectively to client demands. The business world has proven that virtually anyone can be effectively trained in modern management and leadership skills. It's time for law firms to step up to the plate and do the same.

Mark J. Neuberger is Of Counsel in Foley & Lardner's Miami office, where he practices management-side labor and employment law. Prior to becoming a lawyer almost 25 years ago, Neuberger was a Human Resources Manager for a Fortune 100 company. He regularly advises professional service firms in all types of employment-related matters.

Historically, the focus on training law firm associates was centered around core skills thought to be necessary to successfully perform as an associate. Most early career training tends to be focused on refining such skills as writing ability, attention to detail, analytical ability, and verbal presentation skills. Given the radical transformation the practice of law has been going through, and the likelihood that the nature of the practice will continue to dramatically evolve, teaching old-line core skills is simply insufficient to give associates the tools they will need to succeed. Because most law schools give little to no training in any management skills, if law firms are to succeed in the new paradigm, careful consideration should be given to incorporating basic management skills training into each new lawyer's career planning process.

Developing successful lawyers for the future will require development of a new core of competencies. Here are four areas of management training that should be considered early in each new lawyers career.

Project Management

As client demands for efficient, cost-effective legal sources increase, good project management skills are a surefire method to insure efficient delivery of services. The need to plan, organize, and manage resources is inherent in virtually all types of legal work. As the legal problems of clients become increasingly complex, attorneys at all levels need to manage available resources to achieve desired results. The ability to “see” the entire project from start to finish, to break it down into manageable portions, establish appropriate lines of communication and assign responsibility for each, all the while steering the project are what project management skills are all about. These are skills that can be trained and should be learned by all associates.

Budgeting

The typical liberal arts undergraduate who proceeds directly to law school will likely have little to no education in formal business accounting, budget preparation and management of financial resources. Virtually all business clients and even many individual clients are insisting their lawyers give up front estimates of the cost to handle their projects. Furthermore, these same clients in turn expect the lawyer to stick to the initial budget. Every lawyer should have the basic skills necessary to create an accurate legal budget. As the industry evolves away from the billable hour, the old way of doing a budget by estimating rate times hours simply will not work. Furthermore, the complexities of litigation and even relatively small business transactions often require that vendors, software, experts and consultants be engaged all which represent cost factors which must be managed.

Leadership

Leadership, in its most basic form, is the ability to organize and direct a group of people to achieve a pre-stated goal. One may argue that since associates typically occupy an organizationally subservient position, it would be a waste of time and money to provide them leadership skills training. Leadership is more than being the top dog in an organization. Even first-year associates must manage clerical support, paralegal support and technical support in order to accomplish their assignments. As they progress in responsibility, the ability to keep support staff, other lawyers and even clients focused and “on-task” becomes increasingly important. The conventional wisdom was that great leaders are born and not made. However, as research into the science of leadership has advanced, many different theories on leadership have been developed and different yet effective styles of leadership have been identified. All of these theories recognize that there are certain inherent skills that can be honed and refined in even the most introverted person.

Communications/Persuasion

Be it communication with a court, opposing counsel, a client or internal staff, every successful lawyer should be a master of communication. In this day and age, mastering communication takes many forms. In an effort to stand out from the crowd and impress their new bosses and clients, all too often new lawyers feel a compulsion to simply spew all of their legal knowledge. Often, this is exactly what a client does not want. Rather, a concise, easily understood and most of all, practical answer, is what clients want. To do this effectively, lawyers must be able to read and anticipate both the needs of the recipient as well as the particular method for delivery of the message that will be best received. Consider how often billable hours get wasted when there is a poor communication between the assigning and receiving attorney, and how better communications could show measurable and positive results.

Conclusion

Regardless of the practice area or the client base being sought, in order to attract and retain clients, lawyers have to be much more than good researchers and writers. Client surveys repeatedly signal dissatisfaction with lawyers who do not listen and respond effectively to client demands. The business world has proven that virtually anyone can be effectively trained in modern management and leadership skills. It's time for law firms to step up to the plate and do the same.

Mark J. Neuberger is Of Counsel in Foley & Lardner's Miami office, where he practices management-side labor and employment law. Prior to becoming a lawyer almost 25 years ago, Neuberger was a Human Resources Manager for a Fortune 100 company. He regularly advises professional service firms in all types of employment-related matters.