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More Firms Put Non-Lawyers at the Top
After practicing as a partner at an AmLaw 100 firm for a number of years, a Labor & Employment attorney I know left to establish his own firm with a fellow partner. In the beginning, the two did everything themselves ' i.e., they found the office space, signed the lease, bought the furniture, managed the books, billed the clients and decided how, when and where to market their services.
Fast-forward 30 years and the two-person firm now employs 52 people, including 22 lawyers. Until very recently, the founder was still managing the firm. However, that has now changed. “It became increasingly clear that when it came to planning our long-term growth, determining the most sensible and productive investments, establishing the best equity structure for our partners, and articulating our mission across practice areas, I was not the best person for the job,” he explains. “And, on top of that, I wanted to practice law! That's why I became a lawyer … not to run a business.”
The point of this article is not to determine exactly who should run a law firm, but to explore some factors worth considering when contemplating the most effective and efficient form of law firm leadership.
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