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Leadership and the 21st-Century Law Firm
A recent quick search using a couple of popular search engines under “law firm leadership” brought up over 37 million hits on one site and over 42 million on the other. These numbers increase daily. While this is not hard data by any measure, it is indicative of the topical nature and interest in this subject. The hard evidence that supports this suggestion has emerged in the form of the ever increasing number of public and in-house leadership training programs and executive leadership coaching for senior associates and partners in law firms. Law firms have recently recognized the need to do more to identify and develop future leaders. While these steps have been important they are not enough. As changes in the industry and profession continue to emerge it seems that leadership of 21st-century law firms may be increasingly less about doing more and more about doing things differently.
”New” Leaders
So how different is different? We know law firm business models have changed. We know law firm staffing models have changed. We know that the practice of law has changed. We know many firms have an attorney workforce comprised of four different generations of attorneys with very different work and personal needs and expectations. We know many law firms employ highly skilled professionals in finance, marketing/business development, IT, HR, professional development, diversity and inclusion, pro bono, and knowledge management who also have different but equally important work and personal needs. We can debate the extent of these changes. We can argue their pros and cons. We can resist and we can defend against change but, for all the Star Trek fans out there, the Borg and we all know that “resistance is futile.” The sort of change we are experiencing in the legal industry and profession is not the status quo plus a few tweaks here and there, it is a paradigm shift and whatever got us here will definitely not get us there!
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