Getting things done: Bridging the gap between concept and action

Most professionals – lawyers, accountants, doctors and academics – are invariably
quick to pick up and understand concepts. As intellectual workers, we are trained to reason, to analyse, to diagnose and to create solutions. Transferring concept into action, however, is less easy, particularly for lawyers totally subsumed in their legal work. Strategic and business planning can, accordingly, become an abstract piece of work, the perfect and glossy documentation of which may well end
up filed in a drawer, never again to see
the light of day.

There are three main obstacles
to successful implementation of aspirational ideas.

1. Unrealistic dreams. Because concepts are relatively easy to formulate, it is tempting to create dreams and aspirations that are impossible to fulfil. To aspire to be the leading firm in the world or in your locality may be a worthy aspiration. But, unless the firm has the necessary strengths and potential to realise it, a lesser but more pragmatic aspiration may make more sense.

2. Feeble excuses. The second problem is the oft-cited excuse that partners are too busy. I have lost count of the number of times in the past 25 years that partners have used that excuse to me as a reason for failing to take agreed actions. Sometimes the excuse is borne out by a bulging book of business and high levels of utilisation but, more often, the excuse appears insubstantial.

3. Need for personal action. Many lawyers fail to grasp that implementing strategy requires them to take on projects, change behaviours and – almost always – to work harder or more effectively. In other words, most lawyers are happy to plan strategy as long as it does not materially affect them adversely. What’s more, some lawyers only consider themselves accountable for their legal work and for revenue-producing activities; non-chargeable activities often then take a back seat.

The three principles

Turning concepts into action hence requires a methodical and practical approach that converts dreams into reality and aspirations into actions. Assuming that the firm has an appropriate governance and decision-making structure, there are three principle foundations on which successful execution can be constructed in any professional services firm, regardless of size, culture and background.

1. Resource planning

Whether a firm is expanding, opening offices, reorganising its practice groups, overhauling its compensation structure or merely trying to improve, it needs an honest and realistic assessment of its internal financial, intellectual and people resources to achieve success. This is not just to act as a reality check on unrealistic aspirations, but also to understand the possibly huge or disruptive implications
of the firm’s plans.

Often, the biggest issue is time –
or the lack of it. The investment cost of course needs to be carefully budgeted. It also sometimes helps for individuals – from the leadership team down to the most junior people – to create a time and effort budget for their part in the implementation process. This can then
be assessed as part of the opportunity cost for the plan.

2. Project management

The most successful way of turning ideas into reality is to frame each concept in a project plan that has a scope, a project plan, measurable objectives, a timeline and a budget. When firms review or renew their strategic plans, they often find that they can reduce the plan to four or five discrete initiatives or projects, some of which may be internally focused but, importantly, several of which are externally directed.

Choosing a project leader with time and energy is an important element in this and proper resource planning will hopefully enable an appropriate budget
to be set. Project planning techniques
and tools will help to keep the project team on task and accountable.

3. Personal contribution plans

When the partners or senior members
of a firm indulge in aspirational and visionary planning processes, they often fail to ask “how is this likely to affect me?”
No worthy plan can be executed without individual pain and effort. Blood, sweat and tears may not be needed, but the ability to embrace change is an almost invariable accompaniment to strategic planning.

It is necessary to have clear lines of sight between the organisation’s overall strategic plan and the day-to-day work of the firm’s people. Concepts need to get up close and personal in order to transform ideas into reality. Effective implementation requires all members of the firm to have compelling convictions – preferably expressed in writing – about their role in the firm’s future and their contribution to the firm’s future success. Personal business plans or personal contribution plans can help to achieve this.

Culture, leadership styles and performance management regimes will,
of course, vary significantly between
firms. There are many ways to persuade, cajole or even force people to move or take action, but the three principles that
I have adduced should be invariable in all professional firms, regardless of sector.

Nick Jarrett-Kerr advises law firms worldwide on strategy, governance
and leadership development
(www.jarrett-kerr.com)