Editor's Letter: Fighting rules

Managing partners face two seemingly paradoxical tasks: getting partners to both fight with each other and work well together.

On the one hand, partners are encouraged to voice their opinions and to engage in internal debate on strategic issues. As owners of the business, it is not only their right but their duty to ensure that all major policy moves are thoroughly examined – in the correct forums, of course.

On the other hand, partners are expected to be good team players and to collaborate on a daily basis. They are asked to set aside any differences for the good of the firm – and their own wallets.

Sounds simple enough, right? Of course, the reality is that partners are very often strong-minded people with a fundamental belief in the soundness of their own judgement.

While partners may in principle come to a consensus at the official meeting and agree to put all other discussion behind them, they will undoubtedly debate the issues again later over several bottles of wine.

And, unfortunately, grievances which have been raised against other partners in the meeting are not settled by management simply stating that the decision has been made so ‘shake hands and get back to (team) work’.

It almost seems like you can’t have it both ways. Indeed, managing partners frequently end up spending a lot of their time trying to resolve emerging partner disputes. Despite this, many say they value their core role of managing the firm’s ‘human capital’ and wouldn’t have it any other way.

It’s certainly not an easy job, but then that’s probably why the law firm leader position isn’t for everyone. As the Bugsy Malone song says: “well you might as well quit, if you haven’t got it”.

Until next month,

Manju Manglani, Editor

– mmanglani@waterlow.com