Successful leadership has never been an easy task to perform, but within a law firm there are several complex issues surrounding leadership that make this role more challenging.
These issues include multi-generational workforces (sometimes spanning four generations), organisation of a dynamic and multifaceted workplace, and operation of global businesses.
To lead a law firm with success these challenges must be overcome, and the following tips will give practical advice on how this can be achieved.
Awareness
We all get caught up in work, deadlines and problems, but good leadership requires an awareness of what is going on around all of these other issues.
Good leadership means listening to the background noise that breezes around a law firm and being aware, in advance, of emotions, influence, losses and gains.
This awareness isn’t something you can fake – it must be acquired over time and through practice.
Listening to other’s worries and concerns, connecting with colleagues and clients, asking the right, open-ended questions, and remaining focused on groups and individuals within the workplace will give you an insight into the firm and how people operate that will benefit your leadership qualities.
Attentiveness is an attractive trait that will encourage people to communicate with you, which allows to remain one step ahead of the game.
Networking
Building a strong network is critical for successful leadership, and knowing how to manage your network is key.
You should aim for your network to be a diverse system that crosses all boundaries; people from different cultures, backgrounds and places, differing industries, practice areas, and both clients and colleagues are essential in a fully functioning network. These contacts don’t need to be familiar with each other – an ‘open’ network operates by giving different perspectives, new information, and possible threats from many sources.
However, the relationships within the structure will depend upon mutual trust, fair exchanges of information, access to resources, and availability of skills.
Leaders that focus on increasing networking opportunities, and who build strong foundations from the outset, are likely to benefit from increased influence with their law firm, and mutual respect and trust from colleagues and co-workers.
Influence
The ability to influence another person is a vital skill for lawyers in general, but in leadership of a law firm it is critical to success.
When you are attempting to influence someone there are three possible outcomes; the first is ‘resistance’ which gives potential for conflict and a minimal response. The second is ‘compliance’ which gives a moderate response with minimal effort. And the third is ‘commitment’ which will give a keen response and high effort. Where possible avoid resistance, encourage commitment, but accept compliance.
To encourage commitment it is necessary to minimize threats and maximise rewards. Minimise the possible loss of status, certainty, autonomy, relatedness, and fair treatment of others, while inspiring commitment through an accomplished reward system that benefits all those involved.
For example, don’t compare performance, or question someone’s decision openly when it could cause a loss of personal status. Instead, give praise and public recognition of work which will increase reputation and raise potential good will. These ‘personal’ rewards are valuable for confident decision makers, committed colleagues, and will increase your influence.
If you do run into resistance, remember that people are more likely to be persuaded through demonstrations of how you arrived at your conclusion, rather than just stating your conclusion and expecting others to agree.
Change
The above factors of awareness, networking and influence are all fundamental issues for instigating change.
Leaders are expected to instigate change; novel technologies, new clients, delivery of services, and operational structures within law firms are all fluid, open to change and progression. A lawyer leader must be prepared to make changes, leading the way confidently and assertively.
Leaders are future orientated – what’s next? What’s better? What’s possible? They should create and support research and development sections within the firm so as to improve service, match future demands, reduce costs, and reach out to new clients.
Instigating change requires focused vision and the ability to influence networking associates, and colleagues, to work towards the same objective. Leadership is not for the faint of heart – it can be a long, challenging road before your aim is met, but it is worth the perseverance.
Legal firms require leaders who will challenge established biases, take on management difficulties, and develop unique, diverse approaches.
With practice, leadership skills will become second nature. Be conscious in your interaction with others, keep awareness in the forefront of your mind. Develop your network, increase your influence through positive rewards, and instigate change to become the leader you wish to be.
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