Why Should We Tolerate 'Jerks' in Our Law Firms?

In March 2012, the ABA Journal ran an article by Becky Beaupre Gillespie titled “No Jerks,” available at www.abajournal.com/magazine/article/no_jerks_some_firms_argue_that_collegiality_pays/. The article featured interviews with several managing partners, including author Terry W. Conner, talking about the business of law. It was agreed that culture, core values, and vision are key, even though some partners still refer to these concepts as “mush.”

But the fact is, too much reliance on statistics and not enough on people skills encourages these so-named “jerks” to manipulate the system of rewards and compensation. As well-known business writer Jim Collins found in looking over the data for his many historic books (such as “Good to Great“) and articles, leadership, led by core values and a vision, is critical to the success of a great organization. Collins' observations are excellent, and a true warning to law firms that tolerate jerks ' those who ignore these values in pursuit of their own gain. There are significant implications for law firms that tolerate these people. There are ways of preventing jerks from existing; and there are methods for dealing with a jerk's behavior. This article explains how to do it.