Motivational Outreach for Law Firm Leaders

The greatest lie ever told in the workplace is “it's nothing personal, it is just business.” Baloney. Getting the job, getting the client, getting the raise ' it is all personal. We spend eight, 10, 14 hours a day working, and thanks to technology, we are on call 24 hours a day. The lines of being on the clock or being on vacation are blurred. Today's professionals do not separate what they do from who they are; or rather, who they hope to be if their current job is not fulfilling. Our action in the workplace speaks to our character. If you are not personally invested, you will not be successful.

Lesson 2: It Is About Achieving Significance

Getting everyone on the same page about the [firm's] position helps the group to focus on the work and not the “politics swirling around the work,” Tracy Streckenbach, president and chief operating officer of Innovative Global Brands, said during a Sept. 2, 2012, interview with The New York Times. Streckenbach embraces the notion that you want a culture that focuses on performance so people feel good about the role they play. Building a sense of team that is striving to achieve a common goal will build a sense of camaraderie that in turn, creates a culture of accountability. People will stay late because they care. They will give more because they are a part of something that is valuable.

Lesson 3: Embrace Criticism

Real leadership is about making hard decisions. There comes a time when the debate needs to end and one voice makes the call. The late President Harry Truman famously had the saying “The buck stops here” engraved on a wooden sign placed on his desk in the Oval Office. Ultimate responsibility rests with firm's leadership. Decision-making is about considering the repercussions of a given course of action and choosing the best path. Having employees who are encouraged to speak their minds in the appropriate setting, without fear of reprisals is an asset. In many instances, it is the person carrying out the task at the ground level that may have the best perspective on how to achieve the desired outcome. It is not only empowering for the employee to be heard, it is also good for the firm.

Lesson 4: Everyone at the Firm Matters

It sounds simple, but it is so easy to lose sight of the individual. This is especially true at larger firms, where there are possibly hundreds of faces in just one single region of a firm that has offices globally. It may seem that one partner or one associate is insignificant in the grand scheme of things. But it is that one person giving a little more attention to a task that could earn you a new client or win a case. Take the time to invest in the firm's human capital with internal public recognition opportunities, such as, plaques, certificates, luncheons, ad hoc storytelling gatherings, or meaningful team building exercises. Good manners should always be practiced. Simply thanking a person for a job well done can have a powerful impact.

Lesson 5: Pigeonholing Is for the Birds

Today's law clerk may be tomorrow's equity partner. The new associate may aspire to be a managing partner. Be open to hiring and promoting from within. Loyalty is a two-way street. That is not to say all of your employees could become one of Plato's philosopher kings, but you should give people a chance to grow professionally. Nurturing, challenging and strengthening individuals who have good insights is in the best interest of the firm. It can be a scary proposition for both the employer and employee but it will pay dividends. It is about vision.

It may appear straightforward to offer monetary compensation as part of the motivation plan, says Dr. Karen L. Cates in her September 2012, Legal Management article titled “Paying for Performance,” but over the long-term it is the program based on “' [the] firm values and the sophisticate behaviors that [will] create long-term success.” By following the simple five M.O. lessons outlined above for building a performance culture that nurtures professional growth, employees will more readily play an active role in helping the firm flourish.

Marguerite G. Downey is the director of communications and client services at the international trade law firm of Adduci, Mastriani & Schaumberg LLP in Washington, DC. In addition, she is the President-Elect for the Capital Chapter of the Legal Marketing Association. Downey may be reached at [email protected] or 202-407-8664.

All the incentive an employee of mine needs to do their job can be found in his or her paycheck. Work is not supposed to be fun. That is why you are compensated for your time.

Believe it or not, I overheard the above statement one morning commuting on the metro rail to work. While there is no question that people come to work to earn a paycheck, it is in a firm's best interest to maximize what should be one of its greatest assets ' its own human capital. A lack of vision about how to lead will keep your firm from exceeding expectations and discovering the untapped potential of your employees. Frankly, it is just good business sense to demonstrate to clients the value of what they are getting for their money. Law firms need to motivate employees in order to support long-term relationships with clients who are willing to pay for quality legal representation. While there is no perfect formula to implement an internal Motivational Outreach (M.O.) program, there are five lessons that law firm leaders can incorporate into their approach that will improve morale and tangibly increase productivity.

Lesson 1: Remember That Business Is Personal

The greatest lie ever told in the workplace is “it's nothing personal, it is just business.” Baloney. Getting the job, getting the client, getting the raise ' it is all personal. We spend eight, 10, 14 hours a day working, and thanks to technology, we are on call 24 hours a day. The lines of being on the clock or being on vacation are blurred. Today's professionals do not separate what they do from who they are; or rather, who they hope to be if their current job is not fulfilling. Our action in the workplace speaks to our character. If you are not personally invested, you will not be successful.

Lesson 2: It Is About Achieving Significance

Getting everyone on the same page about the [firm's] position helps the group to focus on the work and not the “politics swirling around the work,” Tracy Streckenbach, president and chief operating officer of Innovative Global Brands, said during a Sept. 2, 2012, interview with The New York Times. Streckenbach embraces the notion that you want a culture that focuses on performance so people feel good about the role they play. Building a sense of team that is striving to achieve a common goal will build a sense of camaraderie that in turn, creates a culture of accountability. People will stay late because they care. They will give more because they are a part of something that is valuable.

Lesson 3: Embrace Criticism

Real leadership is about making hard decisions. There comes a time when the debate needs to end and one voice makes the call. The late President Harry Truman famously had the saying “The buck stops here” engraved on a wooden sign placed on his desk in the Oval Office. Ultimate responsibility rests with firm's leadership. Decision-making is about considering the repercussions of a given course of action and choosing the best path. Having employees who are encouraged to speak their minds in the appropriate setting, without fear of reprisals is an asset. In many instances, it is the person carrying out the task at the ground level that may have the best perspective on how to achieve the desired outcome. It is not only empowering for the employee to be heard, it is also good for the firm.

Lesson 4: Everyone at the Firm Matters

It sounds simple, but it is so easy to lose sight of the individual. This is especially true at larger firms, where there are possibly hundreds of faces in just one single region of a firm that has offices globally. It may seem that one partner or one associate is insignificant in the grand scheme of things. But it is that one person giving a little more attention to a task that could earn you a new client or win a case. Take the time to invest in the firm's human capital with internal public recognition opportunities, such as, plaques, certificates, luncheons, ad hoc storytelling gatherings, or meaningful team building exercises. Good manners should always be practiced. Simply thanking a person for a job well done can have a powerful impact.

Lesson 5: Pigeonholing Is for the Birds

Today's law clerk may be tomorrow's equity partner. The new associate may aspire to be a managing partner. Be open to hiring and promoting from within. Loyalty is a two-way street. That is not to say all of your employees could become one of Plato's philosopher kings, but you should give people a chance to grow professionally. Nurturing, challenging and strengthening individuals who have good insights is in the best interest of the firm. It can be a scary proposition for both the employer and employee but it will pay dividends. It is about vision.

It may appear straightforward to offer monetary compensation as part of the motivation plan, says Dr. Karen L. Cates in her September 2012, Legal Management article titled “Paying for Performance,” but over the long-term it is the program based on “' [the] firm values and the sophisticate behaviors that [will] create long-term success.” By following the simple five M.O. lessons outlined above for building a performance culture that nurtures professional growth, employees will more readily play an active role in helping the firm flourish.

Marguerite G. Downey is the director of communications and client services at the international trade law firm of Adduci, Mastriani & Schaumberg LLP in Washington, DC. In addition, she is the President-Elect for the Capital Chapter of the Legal Marketing Association. Downey may be reached at [email protected] or 202-407-8664.