Page 11 - Partnership

Partnership | MONDAY, MARCH 21, 2016 | S11

Development
irm and increases their skills so that they can professional development training. For example, new courses or CLE programs, complete cer-

assume new responsibilities when opportu- managing the work of others in their depart- tiications or participate in other trainings,
nities arise. As a standard practice, look for ment requires its own skill set. Professional they should demonstrate what they have
« Continued from page S8
opportunities to put employees on special development programs at the partner and coun- learned and how they plan to implement it.
a dynamic exchange of ideas ultimately makes assignment and initiatives.
sel level might include training on delegation,
us better. If an employee has feedback on how By implementing cross- training and con- supervision and how to motivate other employ- Solicit Feedback
best to improve a irm process or implement a tinuously increasing its employees’ skills, ees. Practice group leaders might beneit from
new initiative and is willing to commit to and companies can be more nimble, quickly workshops on practice management including A key part of any professional development
execute that idea, we support it. Implement adapting to clients’ evolving business needs. matter suitability, work assignments, budget program is measuring success. It is important
a system to solicit this type of feedback on a This ultimately translates into greater cli- management and business development.
for irms to create opportunities to gather

consistent basis. If an employee puts forward ent value.
Associate Development.
employee feedback on a regular basis. This
a suggestion that the irm adopts, recognize According to the Deloitte Millennial Survey can include making this discussion a part of
them for it. Focusing on the development of Professional Development at Every Level
in 2014, 50 percent of millennials believe their the annual review process, creating planning
great leadership across the irm promotes organizations could do more to develop future meetings and check-ins with employees who
employee engagement.
Management Team and Staff.
leaders. Law irms need to focus on not only are embarking on a new professional develop-
Senior management should encourage immediate success, but also create a foun- ment initiative and conducting surveys to gain
their direct reports to shadow them during dation for years to come and that includes feedback on program effectiveness. This can
Create New Career Paths
new implementations and take on new proj- training future leaders.
help irm leadership shape future programs.

In any position, it is important to feel chal- ects that enhance their growth. Often as a Associates are often the attorneys working
lenged. According to the Society for Human irm implements new initiatives, it can lead on the day-to-day aspects of a matter or trans- Conclusion
Resources Management’s 2015 Job Satisfac- to the creation of new job opportunities that action. They are often on the front lines dealing
tion and Engagement Survey, 58 percent of can be illed internally.
with other members of a clients’ team. It is Employee development and engagement
employees rated opportunities to use their At our irm, our management team con- important to create a challenging and reward- are an integral part of maintaining a strong
skills and abilities at work as important to ducts weekly team meetings for department ing experience for associates so that they feel irm culture. By providing ongoing opportuni-
their job satisfaction. Employees need the leaders and their direct reports. This creates invested and more likely to stay and grow.
ties for professional development, employees
opportunity to not only learn new skills, but transparency, encourages the promotion of feel invested in their own growth as well as
then be given the opportunity to apply them new ideas, and allows team members to trade in the larger mission of the irm. A well-devel-
Require Accountability
in real work scenarios.
approaches in managing challenging projects oped professional development program can
One way to achieve this is to train employ- and offer thoughtful feedback on programming.
Firm leadership should make supporting create ongoing growth opportunities, a more
ees in multiple departments outside of their Partners and Counsel.
the career development of their staff a priority nimble stafing structure and ultimately bet-
own. This enhances their knowledge of the
Partners and counsel can also beneit from
in the organization. If employees do attend
ter client service.

Merge
that we have had in sharing the risk—and The partners at our irm have prospered of growth in the top line.
the rewards—with our recruits.
in the current environment where clients So a merger is not an alternative merely

have become increasingly value-driven in to attain growth, if growth in the bottom line
« Continued from page S7
To Merge or Not to Merge?
their quest for legal services. At the same does not correspondingly follow. But merger
of business, we promise a bigger payday time, they feel they have attained a meaningful or strategic acquisition cannot and should not
that exceeds their current income if they I have no categorical response to this level of stability and security.
be ruled out when it can form a combination
can meet what they represent they have in existential question that surely most mid- Although no business can withstand that has new and better capability, matched
business, and a still bigger payday if they size irm partnerships face. I used to receive all storms or unanticipated challenges, by proitable business opportunities. In other
exceed it. But along the way to meeting their inquiries almost monthly before recruiters the fallacy is that Bigger is better. As Felix words, an open mind is an enlightened one.
expected level of originations, the recruit is and consultants understood that the part- Oberholzer-Gee, a professor of business No generalization its in assessing any com-

sharing the risk with the irm. The recruit ners at Pryor Cashman want to preserve a development at Harvard Business School bination of lawyers or irms.
who eschews the risk, despite a generous culture in which the partners know each and a law firm consultant, concluded in We believe that a mid-sized irm not only
upside, gives us a “tell” that we welcome. I other and function without bureaucracy. the American Lawyer last November, “law has a place in this market, but that we enjoy
am sure that we have lost some strong lat- Inquiries still come, however, from New irms can’t grow their way to prosperity.” The many advantages. That is what our partners
eral recruits by this compensation model, York AmLaw 200 irms, as well as from irms focus, he asserts, must be on growing the say by their longevity at the irm. Size is not
but those losses are offset by the success
around the country.
bottom line and not being fooled by promises
all that matters.

Culture
Corporate culture is often thought of as difference in operating proit between
a hard-to-deine, or soft concept in man- organizations can be attributed to and clients) future when they better under-
agement circles. Soft not in the sense effective cultures. Why? “We know, for stand their culture as it exists today—what
that it isn’t important—most CEOs will example, that engaged managers and makes it great or what needs to change.
« Continued from page S9
Nordstrom and Southwest) an uptick in client tell you that their ability to inculcate employees are much more likely to •••••••••••••••••••••••••••••
service. When client service is high, strong values and mission into the DNA of a remain in an organization, leading directly 1. Motivation theory, which suggests ive interdepen-
financial results usually follow. When the irm is among the most important work to fewer hires from outside the organiza- dent levels of basic human needs (motivators) that must
culture is such (outstanding client service) they do.
tion,” Heskett writes in the book. “This, be satisied in a strict sequence starting with the lowest
versus (we need to cut costs; promote less; No, the problem arises because little in turn, results in lower wage costs for level. Physiological needs for survival (to stay alive and
research has been targeted at trying to talent; lower recruiting, hiring, and train- reproduce) and security (to feel safe) are the most fun-
cut budgets) people tend to hunker down. quantify its importance on performance. ing costs; and higher productivity (fewer damental and most pressing needs. They are followed
They are less inspired by the message of lost sales and higher sales per employee). by social needs (for love and belonging) and self-esteem needs (to feel worthy, respected, and have status). The
doom and gloom than by moving toward a In his new book, The Culture Cycle: How inal and highest level needs are self-actualization needs
common goal of the “best place to work” or to Shape the Unseen Force that Trans- Higher employee continuity leads to bet- (self-fulillment and achievement). More information is
“best client service.” Culture is fast-becoming forms Performance, HBS Professor Emeri- ter customer relationships that contrib- available at http://www.businessdictionary.com/deini-
one of the most challenging tasks facing man- tus James L. Heskett attempts just that. ute to greater customer loyalty, lower tion/Maslow-s-hierarchy-of-needs.html#ixzz41Zq7MwEt.
aging partners.
“Organization culture is not a soft con- marketing costs, and enhanced sales.5
2. Edgar H. Schein’s Model of Organizational Culture.
3. http://www.valuebasedmanagement.net/methods_
In his recent Harvard Business Review arti- cept,” he says. “Its impact on proit can In summary, amidst a changing and chal- schein_three_levels_culture.html.
be measured and quantiied.”
4. Human Synergistics International, OCI/OEI Report,
cle, Sean Silverthorne speaks to this challenge lenging environment, law irms will have a January 2013.
and highlights expert James Heskett’s views:
Heskett inds that as much as half of the
stronger chance at a healthy (inancial, talent
5. Sean Silverthorne, 28 Sept. 2011, Harvard Business

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