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Effectively Managing Partner Autonomy
A leader is anyone who influences others. Not every leader is an effective one. —The Tilt Institute
Partner autonomy has long been heralded as a distinct strength of many firm cultures. It empowers entrepreneurial action, fosters a sense of ownership and accompanies individual initiative. It exists alongside the right to vote in many law firm business structures today, suggesting the voice of each partner carries weight and ought to be heard. At a personal level, autonomy is a hallmark trait. Lawyers embody it at a greater level than average folks, according to research by Dr. Larry Richard. Autonomy, though, brings with it not only strength, but also liability.
Law firm leadership extends beyond formal titles. It encompasses most roles — from associate to finance manager to senior counsel — that manage, direct or otherwise engage regularly with those around them. As business owners, partners hold significant sway. They are nearly always, regardless of formal title, leaders in their firms. Their decisions — and opinions — on client development, matter management, staffing, and firm policy directly impact the firm's culture, profitability and long-term trajectory.
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