Becoming a trusted leader without 'buying' partner support

No matter how good a managing partner you are, it is inevitable that you will struggle with the issue of being disliked by some of your partners. While you may genuinely believe that it is better to be respected than to be liked, it can be exhausting to constantly have your defences up against partners who barely tolerate you.

Very often, the biggest rainmakers in law firms have a relentless drive to win at (almost) any cost. These partners tend to take a dim view of each other's competence, so you can be sure that they also question yours regularly. Some even take grim pleasure in scoring points against their managing partners, as if
to demonstrate their own greater suitability for the position. This is despite the fact that partners often view their managing partners as little more than
petty bureaucrats who fail to contribute to the profits from which they are drawing.

You may be tempted to try to placate some of your more difficult (and powerful) partners by giving in to their demands for extra junior lawyer resources or allowing them greater leeway in meeting client intake procedures, for example. This may get them on side for a short time, but you will likely lose their hard-earned respect and simultaneously create long-term problems for the business. Clearly, a balance needs to be struck between watching your back at all times and trying to 'buy' partner support.

When asked to reflect on what they would have done differently with the benefit
of hindsight, many managing partners say they would have prioritised face-to-face communication. They recognise that it is fundamental to developing trusted and longstanding internal relationships, which in turn determines how effective they are in their roles. They say you can never communicate often enough.

For the sake of efficiency, you may be tempted to focus your efforts on your power-broking partners. While they are of course important, you should also invest time in building your own internal network (rather than relying on theirs for your success). Just as your firm needs a diverse pool of clients to ensure a sustainable source of long-term income, so too do you need the support of as many partners and staff as possible to survive your term(s)
as managing partner.

So, talk to your staff and partners as a human being - not as their managing partner - and take a genuine interest in them. What are their interests, concerns and motivators, both personally and professionally? Remember, it is these types of personal bonds that create true loyalty through good times and bad - not rank, status or money. How many of your colleagues can you depend upon to stand up for you in a crisis? That's the measure of
how stable your position really is as managing partner.

Until next time,