Page 9 - Law Firm Management

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Law Firm Management | MONDAY, MAY 9, 2016 | S9

embodies respect, inclusion, collaboration, contemplated solely for inancial reasons. In • Invite rigorous hearty debate and con- develop in their professional careers. Nothing

teamwork and opportunity is what attracts instances where the lateral’s sole motivation structive analysis, but do not tolerate for one is more gratifying than to see a reception-
and retains our great talent.
is increased compensation, it’s not likely that second insult or disrespect, or any attitudes ist promoted to an administrative assistant,
Consider these three strategies in creating that individual will it in and contribute to the and behaviors that are only self-serving, or and an administrative assistant promoted to
a work environment that motivates lawyers culture we’ve created.
which give rise to mistrust, resentment, inse- paralegal, and we encourage it all of the time.
to want to perform at the highest levels:
Candidates want assurance that the irm is curity, negativity, or disengagement.
Of course, all of this is just lip service
Pick a Good Team. Ultimately, your culture a place that is favorable to their work ethic, • Pass on an opportunity which might unless our actions agree with our words. In
will be determined by the people you hire to job satisfaction, and career goals. Do they beneit you personally, and offer it to your
build your team. Choose wisely and stay true like the people they have met in the interview partner or colleague.
our ofice, they do.
to your blueprint. It’s really no different than process? What is the vibe they feel when they • Communicate openly and honestly with Culture has a direct impact on productivity.
Happy engaged attorneys and employees are
picking your dodge ball team in 6th grade or walk your halls? What have they heard on the everyone, not in small groups behind closed more likely to maximize productivity, while
your debate team in high school—you want street about the irm? What is the turnover doors.
the opposite is true for attorneys who are
the best you can get. Don’t be tempted to at the irm?
Quite simply, it’s incorporating the “human unhappy, disgruntled or “checked out.” How
hire a poor it in desperation, or for a book of element” into how you manage your irm. would you describe the “mood” at your irm?
business or their LinkedIn contacts. A poorly While culture must run from the top down
considered hire can be costly, distracting to and the bottom up, it starts with leadership Studies show that being a lawyer isn’t
your business plan, and devastating to all of Creating a corporate culture but it includes everybody. That’s how you exactly a stress-free occupation. It’s easy for
your other efforts in building a particular cul- that is consistent with your get your buy-in.
a irm to value hard work, yet our experience
has shown us that it is equally important to
ture. In the end, there is simply no substitute goals, objectives and manage- We start with our entry level associates, value and inspire having fun. In fact, we have
for talent, character, and carry—when you and we start on Day 1 of their employment. found a direct link between employees who
ind that trifecta, count your blessings and ment priorities is a powerful Our associates are treated as an integral part
make the offer . and take good care of the tool.
of our big picture, our success, and our future. have fun at work and an increase in produc-
superstar you just landed. When a talented We offer a speciic structure—a formal men- tivity, customer service, creativity, lower
lawyer and great person or employee departs, toring program and regular training—and we absenteeism, greater job satisfaction and
it is more often on the irm than the individual, We ask a lot of our attorneys, but we give a move to get the new associate engaged in as increased employee loyalty.
so appreciate what you have and make sure lot too. The attraction model requires imme- many things as possible as soon as possible.
Our experience also shows that creating
your best people know they are valued.
diate and continuing proof that you care At the beginning of 2016, we kicked off a unique workplace inspires creativity, loy-

Build an Attraction Model. Recruiting about people. We think about inclusion and an 11-session off-site curriculum tailored to alty, trust and amazing results. But back to
should continue forever, so never lose focus of integration before any new hire breaks our assist our associates in professional and prac- our primary business objective of providing
your best recruiting tools. Once you establish threshold. We do our best to promote lateral tice development. There is a strong emphasis exceptional, sophisticated legal services so
your unique culture, ight hard to maintain it attorneys quickly—by having the lawyer fea- in these sessions on the business of the law, we can win the best clients. We are not going
and use it to attract the next all-star.
tured in the local business journal; by tran- but we also explore many other things neces- to interrupt or compromise our complex liti-
Your culture dictates the function of your sitioning important client relationships; by sary to build a great lawyer—like how to listen gation or transactional practices, but we’re
ofice—how your team acts with each other championing their appointment to prominent to a client, how to work a room, how to host not on trial and in a closing every day. We
and with the outside world. Your culture also not-for-proit boards; or by giving them real a client dinner, how to diffuse a confronta-
helps deine who you are not only to your responsibilities in ofice administration. We tion, and how to cross-sell legal services. Our pick our spots for staff appreciation, ofice
happy hours, concocted practical jokes, fam-
clients and potential community partners, encourage sharing clients, sharing work, and leadership works with each associate to place ily fun days, community projects, associate
but to prospective employees too. We have sharing credit and success, and our people the associate on a not-for-proit board in our outings, and partner weekend dinners. We are
found that the effort to create a particular value that mindset.
community, and our stated expectation of the committed to them because we’ve picked a
culture acts as a lightning rod of sorts and Create a Collaborative Culture through associate is one of impactful contribution.
good team, we really like each other, and our
draws the right people to us—including cli- Leadership and Fun. If you desire individual Office leadership regularly meets with
ents, community partners, and new talent.
success, be a solo practitioner, or a swimmer, all of our attorneys (formally at the begin- events always turn out to be fun. All of these
How can you attract talented lawyers and or play golf, or chess. If you desire to build ning of the year and mid-year). What gets activities create opportunities for people to
professionals to work in your ofice? First off, and maintain a successful, proitable law irm, discussed? What more can we be doing for be together, engage, and grow closer.
Creating a corporate culture that is
prospective hires need to believe in how your build your team with the best talent you can you to help promote your practice and client consistent with your goals, objectives and
irm’s culture manifests itself in a way that is ind and do it together. The attributes that development? By focusing on their success management priorities is a powerful tool. If
both attractive and compelling. Prospective most effectively help create a collaborative and providing them with the support they
hires that have seen irst-hand how ofice lead- ofice culture are inclusion, honesty, trust, need, we reinforce our culture and do so from culture is ignored, or simply something that
ership treats its whole team are nine-tenths sacrifice, encouragement, commitment, the bottom up, rather than the top down.
is not authentically embraced on a day-to-
of the way through our doors. By walking accountability and friendship.
You cannot engender a positive work envi- day operational level, you can’t survive in
the talk, by doing what we do because we How do you support a collaborative culture ronment when the reality looks and feels like this increasingly competitive market. While
believe it is best—we unconsciously create at your irm?
an employee caste system. We devote con- making the choice to create and maintain a
an attraction that works.
• Encourage, expect, and reward collabora- siderable time to the same promotion and positive culture that relects the values of
your irm isn’t easy—it is invaluable to win-
We have found that many seek to leave tion and teamwork, and celebrate the collec- support of our staff persons. Our expectations
their current irms because they feel excluded tive successes more so than the individual are high, but so are our accommodations, ning the talent game, and to smart growth
and underappreciated. It’s rarely a move being
triumphs.
and so is our desire to see our talented staff
and to success in serving the best clients.

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