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Work/Life Wisdom
New York Lawyer
Q: We just spent several weeks debating whether to hire a lateral real estate partner, only to lose out on a good person because we took too long making up our minds. Everyone has to have their say, we try to reach a consensus -- and then if the all-powerful managing partner doesn�t like the decision, it never gets implemented. And of course nobody has any time to get together, making the mere scheduling of meetings difficult. I really want to tear my hair out sometimes. Other people in the firm pester me all the time: �Why haven�t you guys decided about this and that?� It�s embarrassing.
All partnerships have this problem, so comparatively speaking there�s no need to be embarrassed. It�s the difference between having a CEO who�s solely in charge versus a group that has to agree, and that has to find time in busy schedules to get together, amidst the bustle of their �actual� work -- lawyering. Remember, though, the advantage of a partnership structure is that you can agree to run things as you wish. You could put someone in charge, even adopting a corporate structure -- one of the chief benefits of which is quicker decision making because there�s a chief executive. Short of that, you could have a meeting just about your decision-making process, trying to work towards a better model. Here�s some ideas the partnership could implement:
Additionally, you can personally help create a �get it done� culture. Often the failure to reach decisions is less about laziness or a lack of commitment and more about caution, conservatism, and being risk averse. There�s a fear of actually doing things � lawyers in particular really like to talk but don�t necessarily like to act. Here�s what you could do on your own to improve the situation: Once you�ve accepted a responsibility, you can make a point of getting it done quickly, rather than letting it linger, thereby leading by your efficient example. You can agree swiftly with measures you endorse rather than insisting on saying your bit, to show that life goes on even if every single person does not hold forth on every single issue. If there�s another person who�s frustrated, get him or her to do the same thing, to show that things can happen if people put their minds to it. One or two partners who are energized and actually shows results can help turn the corner for a firm. A failure to get things done can also indicate a lack of any strategy about the future of your firm. Without an overall framework to fit decisions into, each decision will seem ad hoc and reactive rather than part of a grand plan. It�s difficult to start at square one with each situation, so sharpen up your firm�s direction to speed decision making. Maybe then you�ll start getting some pats on the back instead of being nagged all the time.
Sincerely,
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