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At the Intersection: Magical Thinking

BY Pamela Woldow
October 29, 2013

Here is some good news: The strategic brain trusts of many law firms often are populated with realistic, forward-thinking leaders who grasp the sweeping economic and operational forces that are reshaping the face of the legal profession. They see the big picture better than many of their colleagues in the trenches who view the legal world through the narrower lenses of their relationships with specific clients.

Out of Alignment

The bad news is that even enlightened leaders often find it hard to get rank-and-file partners to align their individual near-term behaviors with the leaders' long-term strategic vision for promoting firm stability, growth, revenues and/or profitability. When trying to build broad-scale buy-in, leadership all too often falls into “magical thinking” that assumes that strategic imperatives ' particularly if they compel major change in personal behavior ' will be self-implementing' or self-aligning. The leaders may have a clear perspective on competitive market realities, but they may lack understanding of the incentives that shape their partners' behavior. These days, in order to implement needed changes, effective firm leadership requires street-level savvy in behavior modification.

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