Creating a Culture of Leaders

There is an abundance of information on leadership development for lawyers, and programming opportunities for law firm leaders on how to improve their leadership skills. Leadership consultants, business school programs, and local bar associations all offer programs that provide lawyer-leaders the tools to succeed. Typically, law firm leadership training is focused on three potential audiences: partners, practice group or department leaders, and “rising stars” or emerging leaders. While this article is not questioning the effectiveness of such programs, or the merit in addressing leadership competencies in myriad ways, we discuss a different methodology. This article examines how our own law firm, Much Shelist, P.C., encouraged a culture of leadership by providing access to leadership development training across all disciplines and levels of experience. The following are best practices in implementing a leadership training program with the goal of having each lawyer become a better, more self-aware leader in business and the community.

Inspire Great Leaders Through Inclusiveness

For our firm, developing its future leaders is a business and strategic imperative. So when the question of how to best focus our leadership efforts was raised, we decided to create the Much Shelist Leadership Training Institute (the Institute) that would be open to everyone ' associates, partners, counsels and non-attorney directors ' regardless of practice group, level of seniority or assigned leadership position in the firm. Our vision was this: Make each attorney more aware of his or her own leadership style and effectiveness, and give each and every attorney the opportunity to develop leadership skills. This opt-in (or “train the willing participant”) approach yielded a high level of involvement at our firm, with over 50% of attorneys participating in some capacity. One rather surprising detail was that the level of participation was greatest among a group of attorneys who did not necessarily hold a leadership role in the firm or outside of the firm. Instead, this group of people identified leadership development as an area of professional and personal growth, and was committed to implementing and achieving leadership goals. What emerged was a group of up-and-coming leaders who demonstrated a willingness to develop their skills, enrich their personal and professional lives, and contribute to the success of the firm.

Encourage Active Learning

The structure of the Institute was 12 sessions addressing different leadership topics, meeting once a month, and lasting one year in duration. Each program was comprised of a lecture, panel, or presentation, followed by a small group session. Nearly every participant received an opportunity to put into practice leadership skills as part of the Institute, whether that was to sit on a panel, to introduce a guest speaker, to volunteer in a workshop format, or to lead a small group discussion. Additionally, each session of the Institute brought forth the lawyers' real-life experiences in the practice of law or in a community-based organization. Participants were encouraged to learn by doing, and shared practical examples of how they applied the concepts learned in the previous sessions.

Support Internal Networking and Collaboration

Candid discussions among small groups were also a critical component of the learning process. Each session required interaction, and participants were expected to provide insight into topics like ethics, client service, or developing strategic relationships. Because the groups were randomly selected, they were a safe space to share any personal challenges and receive advice from colleagues on how to best handle a given situation. More senior attorneys mentored younger attorneys on getting involved in charitable boards, while more junior attorneys advised on communication skills and generational differences. But perhaps even more important was the added benefit of simply getting our lawyers in a room with colleagues outside of their practice groups that they might not know very well, and discussing the topic at hand. Attorney relationships were improved, developed and nurtured during this time.

Challenge Attorneys to Think Outside of the Law

Our firm prides itself on “Thinking Business, Practicing Law,” and the Institute was no exception. We read articles from the Harvard Business Journal and used The Leadership Challenge by Kouzes and Posner as a resource. We invited a local CEO and a bank president to come in to discuss topics such as motivating others and building a team. The attorneys quickly realized that the challenges were the same and the leadership principles applied equally regardless of industry. Our attorneys became better listeners and communicators with a greater understanding of the challenges of the business world. Ultimately, we believe they will be better equipped to advise our clients.

Find the Leader in Everyone

The program encouraged each lawyer to identify his or her leadership goals, no matter what the circumstance. Some chose goals related to their practice groups, some looked to achieve a leadership position in a community organization, and still others identified opportunities within the local bar association. Because our only agenda was to develop future leaders, it did not matter how or where they were going to develop those leadership skills. This gave our lawyers the flexibility to define their paths to leadership success. It became evident that the firm was invested in them and their individual professional development, and in turn our lawyers stayed motivated and accountable.

Conclusion

For those managing partners or law firm administrators looking to develop a leadership curriculum, or for the managing partner looking ahead to the future leaders of the firm, try working from the bottom-up. Try creating a culture of leaders, regardless of status or level. Create a new generation of leaders who are inspired, creative and want to make a difference. Emphasize the importance of developing better members of firm committees, better leaders in the community, or better bar association members. Your culture will be more inclusive. Your firm will be a better place to work. If you look for the leaders in each one of your attorneys, you may just be surprised as to who will step up, take the challenge, and be the next in line for your job.

Jennifer G. Gallinson is Director of Attorney Recruitment & Development at Much Shelist, P.C., Chicago.

There is an abundance of information on leadership development for lawyers, and programming opportunities for law firm leaders on how to improve their leadership skills. Leadership consultants, business school programs, and local bar associations all offer programs that provide lawyer-leaders the tools to succeed. Typically, law firm leadership training is focused on three potential audiences: partners, practice group or department leaders, and “rising stars” or emerging leaders. While this article is not questioning the effectiveness of such programs, or the merit in addressing leadership competencies in myriad ways, we discuss a different methodology. This article examines how our own law firm, Much Shelist, P.C., encouraged a culture of leadership by providing access to leadership development training across all disciplines and levels of experience. The following are best practices in implementing a leadership training program with the goal of having each lawyer become a better, more self-aware leader in business and the community.

Inspire Great Leaders Through Inclusiveness

For our firm, developing its future leaders is a business and strategic imperative. So when the question of how to best focus our leadership efforts was raised, we decided to create the Much Shelist Leadership Training Institute (the Institute) that would be open to everyone ' associates, partners, counsels and non-attorney directors ' regardless of practice group, level of seniority or assigned leadership position in the firm. Our vision was this: Make each attorney more aware of his or her own leadership style and effectiveness, and give each and every attorney the opportunity to develop leadership skills. This opt-in (or “train the willing participant”) approach yielded a high level of involvement at our firm, with over 50% of attorneys participating in some capacity. One rather surprising detail was that the level of participation was greatest among a group of attorneys who did not necessarily hold a leadership role in the firm or outside of the firm. Instead, this group of people identified leadership development as an area of professional and personal growth, and was committed to implementing and achieving leadership goals. What emerged was a group of up-and-coming leaders who demonstrated a willingness to develop their skills, enrich their personal and professional lives, and contribute to the success of the firm.

Encourage Active Learning

The structure of the Institute was 12 sessions addressing different leadership topics, meeting once a month, and lasting one year in duration. Each program was comprised of a lecture, panel, or presentation, followed by a small group session. Nearly every participant received an opportunity to put into practice leadership skills as part of the Institute, whether that was to sit on a panel, to introduce a guest speaker, to volunteer in a workshop format, or to lead a small group discussion. Additionally, each session of the Institute brought forth the lawyers' real-life experiences in the practice of law or in a community-based organization. Participants were encouraged to learn by doing, and shared practical examples of how they applied the concepts learned in the previous sessions.

Support Internal Networking and Collaboration

Candid discussions among small groups were also a critical component of the learning process. Each session required interaction, and participants were expected to provide insight into topics like ethics, client service, or developing strategic relationships. Because the groups were randomly selected, they were a safe space to share any personal challenges and receive advice from colleagues on how to best handle a given situation. More senior attorneys mentored younger attorneys on getting involved in charitable boards, while more junior attorneys advised on communication skills and generational differences. But perhaps even more important was the added benefit of simply getting our lawyers in a room with colleagues outside of their practice groups that they might not know very well, and discussing the topic at hand. Attorney relationships were improved, developed and nurtured during this time.

Challenge Attorneys to Think Outside of the Law

Our firm prides itself on “Thinking Business, Practicing Law,” and the Institute was no exception. We read articles from the Harvard Business Journal and used The Leadership Challenge by Kouzes and Posner as a resource. We invited a local CEO and a bank president to come in to discuss topics such as motivating others and building a team. The attorneys quickly realized that the challenges were the same and the leadership principles applied equally regardless of industry. Our attorneys became better listeners and communicators with a greater understanding of the challenges of the business world. Ultimately, we believe they will be better equipped to advise our clients.

Find the Leader in Everyone

The program encouraged each lawyer to identify his or her leadership goals, no matter what the circumstance. Some chose goals related to their practice groups, some looked to achieve a leadership position in a community organization, and still others identified opportunities within the local bar association. Because our only agenda was to develop future leaders, it did not matter how or where they were going to develop those leadership skills. This gave our lawyers the flexibility to define their paths to leadership success. It became evident that the firm was invested in them and their individual professional development, and in turn our lawyers stayed motivated and accountable.

Conclusion

For those managing partners or law firm administrators looking to develop a leadership curriculum, or for the managing partner looking ahead to the future leaders of the firm, try working from the bottom-up. Try creating a culture of leaders, regardless of status or level. Create a new generation of leaders who are inspired, creative and want to make a difference. Emphasize the importance of developing better members of firm committees, better leaders in the community, or better bar association members. Your culture will be more inclusive. Your firm will be a better place to work. If you look for the leaders in each one of your attorneys, you may just be surprised as to who will step up, take the challenge, and be the next in line for your job.

Jennifer G. Gallinson is Director of Attorney Recruitment & Development at Much Shelist, P.C., Chicago.