Originally published in The Legal Intelligencer/law.com
Smart Strategy
A leader is anyone who has influence over another person. Yet not all leaders are effective ones.
Effective leadership has the power to reshape the legal sector. Research shows leadership behaviors—not leaders, but demonstrated leadership skills and characteristics—have direct and indirect impact on virtually every aspect of law firm performance including:
Engagement (which translates directly into billable hours).
Retention (which translates directly into lost revenue and sunk costs).
Culture (which translates into improved diversity and retention).
Client service (which translate into expanded, lasting client relationships).
In fact, Gallup’s recent findings with respect to well-led organizations reveals the best-run organizations enjoy engagement levels of 70%—more than double the average—which translates directly into:
18% higher revenue.
43% lower turnover.
41% higher quality.
23% higher profitability.
Yet leadership skills have historically taken a back seat in law firms, whether due to misconceptions leadership skills are innate (think “natural born leader”), “more pressing” developmental needs, or the unfortunate habit of promoting those with big originations (rainmakers) over those with abilities to motivate, engage and energize those around them.
Fortunately, in recent years, law firms have acknowledged the critical importance of leadership skills. They have made greater investments in professional development and expanded leadership training programs, according to research co-produced by The Tilt Institute and ALM Intelligence. Learning professionals, however, still rate the efficacy of their programs just a 4.6 on a scale of 10.
Why are law firms failing to produce and promote more effective leaders? The answer lies within.
Lawyers Are Their Own Worst Enemy
Quintessential salesman Zig Ziglar captured a fundamental truth about learning when he stated, “If you are not willing to learn, no one can help you.” Lawyers, it turns out, are their own worst enemy when it comes to advancing leadership competency in law firms. The single greatest obstacle to engagement is not budget, resources or even time—it is willingness and engagement. Quite simply, most lawyers are not willing to take personal responsibility for their growth as leaders or do not recognize the immense responsibility for them to do so.
In their new book, “Optimal: How to Sustain Personal and Organizational Excellence Every Day,” Daniel Goleman, godfather of emotional intelligence (EI), and co-author Cary Cherniss highlight the key ingredients to delivering EI training that works (EI is a key component of leadership). Top on the list: highly motivated participants.
With a learner pool composed of lawyers unwilling, unable or uninterested in investing the time, it is no wonder professional development folks are struggling to maximize their impact.
The Responsibility of Lawyers to Lead
Leadership is like a muscle. With the right training and consistent practice, muscles will grow. Leave muscles to their own devices, they will atrophy. For law firms to elevate their leadership game and, in turn, promote engagement, productivity and inclusive cultures, they must first express to lawyers, unequivocally, their personal responsibility for exercising their leadership muscles.
Fortunately, many of the “no a-hole” rules of lore are a thing of the past. Bad behavior is less tolerated (though still exists) and many law firms have unceremoniously dismissed lawyers— yes, even rainmakers—for toxic behaviors. This progress is especially comforting. Research shows the negative impacts of a toxic manager, which include everything from reduced productivity and quality to mental and physical health issues, can last up to 10 years.
The converse, though, the elevation of effective leadership to the forefront, remains elusive within the legal sector. Law firms, which have historically relied on the apprenticeship model for training and development, simply do not have enough effective, well-trained leaders to mentor and develop those around them. Nor have they invested in establishing clear expectations for leadership competencies or providing the proper education and training. For law firms seeking to outperform their competitors, getting this right could make—or break—their ability to execute on strategic vision, propel growth and prepare for the future.
What Law Firms Can Do to Raise Leaders
The responsibility of firms to establish unequivocal standards for leadership is complex. For entities wedded to the partnership model, in many ways individual commitment to elevating leadership skills must precede that of the firm overall. At an organizational level, though, enlightened leaders can aid in the adoption and promulgation of effective leadership by instituting policies and procedures that encourage, support and advocate for improvement. Ways to kickstart this transition include:
Create leadership competencies and hold lawyers—including leaders—accountable.
Offer and deliver high-impact leadership training and coaching opportunities.
Promote personal responsibility for the leadership journey through empowerment, education and mentorship.
Publish written job expectations, including leadership skills, at all levels.
Ensure the most senior leaders—those with high visibility—have the knowledge and resources they need to model effective leadership.
Publicly communicate buy-in and support for leadership growth by recognizing those who embody the type of leadership best aligned with firm priorities.
What Lawyers Can Do to Raise Themselves
As important, if not more so, than the firm’s role in advancing effective leadership within law firms is the personal responsibility of lawyers and professionals themselves. “You can lead a horse to water …” so the saying goes. Regardless of seniority, it is incumbent upon individual contributors within law firms to take ownership of their own personal journey, to invest in development, strive for growth and accept responsibility for how their ability to manage and adapt their own behavior impacts others, positively or negatively, and will determine not only firm growth potential but also its adaptability to the changing needs of clients and talent.
Become a consummate student of leadership—read articles, watch Ted Talks, seek out gurus to follow on social media such as Adam Grant, Brené Brown and Simon Sinek, search for proven solutions to sticky issues rather than approaching them “ad hoc.”
Lift and develop others—all leadership is about other people. As Kristina Lawson, managing partner of Hanson Bridgett, recently shared during an interview with Tilt, “[leadership]’s about making sure everybody has an opportunity to succeed, right?”
Learn to force conflict—the absence of conflict is not a sign of a healthy culture. In fact, the opposite is true. Cultures where dissent is discouraged and people rarely speak out are typically plagued with discontent, low engagement, resentment and burnout. Effective leaders gain the skills to surface and resolve conflict.
Commit to practice daily—pick one skill you’d most like to work on, research or learn it, then practice it, daily, until you feel you have it mastered. Not sure where to start—self-awareness is the cornerstone of emotional intelligence. Start there. Discover core strengths, how to manage your energy, personal motivators, core values, how to adopt a growth mindset, and more.
Make feedback (giving and getting) a habit—turns out, people are pretty bad at gauging their own level of self-awareness and the most senior and experienced leaders are most likely to overestimate their self-awareness. Getting into the habit of regularly soliciting feedback from those around you—above, below and beside—helps provide the foundation for continuous growth.
Give yourself grace—wise beyond his years, James Goodnow, managing partner of fast-growing Fennemore Craig, astutely calls out this critical skill as one of his pieces of advice for future leaders. The beauty of growth is found in making mistakes, in failures and missteps along the way. Trade perfection for learning and the opportunities are boundless.
Not sure where to begin? Start with you.
Reprinted with permission from the [May 16th edition of the Legal Intelligencer] © 2024 ALM Global Properties, LLC. All rights reserved. Further duplication without permission is prohibited, contact 877-256-2472 or asset-and-logo-licensing@alm.com.