Editor's letter: Trench leadership

?Fraudulent and immoral behaviour has become more acceptable across all sectors in the protracted economic downturn (see this report). In the legal sector, the recent high-profile cases of embezzlement at leading law firms – former Hogan Lovells partner Christopher Grierson being a notable example – have highlighted the importance of strong internal systems and personal codes of conduct.

Law firm leaders consequently need to increase their focus on prevention tactics. A key part of this is adapting leadership styles to be seen and felt to ?be interested in the views of partners and staff and the difficulties facing them (see Through the darkness).

Managing partners need to go down into the trenches on a regular basis ?and sit with their troops. By engaging in regular conversations with them, managing partners will also be able to discover any rising discontent that ?could, if left to fester, lead to a rotting of the firm’s moral fibre.

Taking the time to learn about the values and motivations of partners and staff is a good way to assess the moral health of the firm. Using this information to then direct firm strategy can be an effective way of preventing outbreaks of fraud and corruption.

This approach can also help to create a greater sense of engagement with and loyalty to the firm, which can in turn inhibit behaviours that are harmful to its future and financial health. Indeed, one firm has found a direct correlation between staff happiness and firm profitability (see A people business).

With staff satisfaction and loyalty key links in the service profit chain ?(see Creating value), their value cannot be overstated.

Until next time,

Manju Manglani, Editor

mmanglani@wilmington.co.uk