Herding or leading?
With multiple personalities and professionals to engage in a persuasive vision, law firm leadership can be a sharp learning curve for the new managing partner who gets the calling. By Julious P Smith, Jr, chairman of Williams Mullen.
In my 25 years as managing partner of Williams Mullen, I heard many comments, usually in a complimentary mode, that it must be tough to ‘herd cats’. Recently, however, someone suggested that my job really involved herding lions, not cats. In reality, if I am doing my job the right way, I am not herding anyone or anything.
Herding brings to mind a sheepdog nipping at the heels of its flock, often running out in the woods to find strays, or perhaps a kindergarten teacher at the back of her class, keeping it assembled as they visit the museum. I suggest, rather, that a good managing partner should not be at the back herding, but at the front leading. A managing partner of a major law firm cannot succeed as a herder. He must be a leader, and a good one. Here is a road map to change a herder into a leader.
Leadership is not about pushing from the rear, or being passive in the middle; it is about getting out front and persuading people to follow. Like any other business, successful law firms need strong leadership. Law firms are unique business enterprises that present unique leadership challenges. In today’s complex, competitive market, understanding and mastering those leadership challenges can produce greater rewards than ever before.
Bright, talented people make up a law firm. Successes throughout their academic and legal careers fill their resumes. ‘Type A’ personalities flourish as in no other environment. In fact, if pressed, all partners believe they could be doing as good a job as the managing partner of the firm, but cede that responsibility to someone else so that they can practice law. Firm members exercise the power of ownership while enjoying the status of employees. That, in and of itself, presents a daunting combination.
Sink or swim
Given these characteristics, how do you lead a law firm? Initially you have to understand the difference between being a leader and a manager. A manager controls but a leader empowers.
Trying to control a law firm is, in fact, like herding cats. In reality it cannot be done, and it is not something that should even be attempted. Intellect, egos, and individuality all conspire to make such management impossible. On the other hand, leadership can be accomplished. Leaders empower the members of the firm to excel. That makes for a better firm and more successful leadership. But where do these empowered lawyers go? What do they do? How does the firm avoid the chaos of partners heading in many different directions without a strategic plan? That is where strong leadership comes in.
A good leader communicates a strong vision that the empowered partners will follow. That last statement is very important to good leadership. Merely empowering people and allowing them to do what they want is not leadership, but chaos. On the other hand, good leaders create a vision, get buy in and empower people to execute that vision. So, how do you do it?
Work hard
Almost by definition, lawyers work long hours. They expect their partners to do the same. A good leader, whether practicing law or running the law firm, puts in the hours expected by the partners. If the law firm leader does not meet that threshold requirement, he or she cannot lead effectively.
The old adage of “love me, hate me, or fear me, but always respect me” applies here. To be successful, a leader must be respected by his or her colleagues. That respect cannot be achieved without hard work. Partners can question your judgment, but never your work ethic. If you lose the respect that hard work generates, you are doomed.
Be successful
The best leaders of law firms lead by example. They work hard and create a successful practice, and as a result, their partners respect and follow them. Many firms make the mistake of picking an underutilised lawyer and making him or her managing partner. In doing this, however, the firm hopes to create a job and make an unproductive lawyer productive.
In reality, the unsuccessful lawyer will not make a successful leader. It just does not happen. The saying “if you are looking for someone to do a good job, pick the busiest person you can find” truly applies here. Being a successful lawyer does not mean that you will be a great leader, but being an unsuccessful lawyer means that you will fail as a leader.
Be visible
In this era of emails, text messages and voice messages, there is a great temptation never to see anyone face to face. This is a terrible mistake for a leader: you have to meet with the partners.
A leader has to continue to show interest and understand what ‘rings their bell’. Does this partner need a pat on the back or a kick somewhere else? Without spending individual time with the partners, the leader can never understand what motivates them.
This rule extends to the firm’s other employees as well. In a law firm, lawyers comprise strata one and everyone else comprises strata two. In order to keep morale high at a firm, the leader has to understand what concerns ‘everyone else’. Walk the halls. Talk to the receptionists. Meet with the assistants and visit all offices on a regular basis.
This type of visibility makes the leader approachable. It makes people willing to share their visions and concerns. The better people know the managing partner, the more they will respect him or her. Remember: a call is better than an email, but face-to-face is best.
Have a vision
I used to resist the use of the word ‘vision’. It seemed to me to be a little stilted or formal when dealing with your partners. However, whether it is called a vision, a direction, or simply an understanding of the firm’s path, all good leaders have to have it and be able to convey it to everyone in the law firm.
A vision comes from understanding the firm’s people, its market, its strengths and its limitations. The partners’ appetite for size, expansion and work will necessarily form this vision. Without knowing and understanding those cultural characteristics, no leader can develop and sustain a vision.
Take little steps, have successes and keep moving forward. That plan develops confidence in leadership and prepares everyone for bigger and more ambitious steps.
Avoid the consensus trap
The ‘consensus’ process traps many of today’s leaders. Many writings focus on the need for ‘buy in’ and participation by all constituencies. As a result, consensus building is mistaken for leadership.
Margaret Thatcher’s view of consensus may seem dated today, but it is still powerful. “To me, consensus seems to be the process of abandoning all beliefs, principles, values, and policies. So it is something in which no one believes and to which no one objects,” said the former UK prime minister.
A good leader cannot substitute a consensus for a vision. He or she needs to have a vision and develop a consensus around it, not the other way around. Sure, a vision must be modified to reflect partner feedback, but the leader’s vision should always be at the heart of the direction. Otherwise, stick your finger in the air and follow the wind. A law firm caucus on every decision can lead to paralysis. Remember, you can tread water only so long before you sink.
Lead a people business
A law firm is a business but, even more so, it is a people business. A good leader makes tough decisions that provide a better path to success for the firm. That good leader never loses sight of the impact of those decisions on the firm’s people.
To excel, the leader must empathise with the people adversely affected by any decision, and weigh that impact against the benefit to the firm. When letting people go does not cause angst, it is time for a new leader.
Stay above the fray
Politics often dominate law firms. Many factors within a firm lead to discontent and leadership traps. All firms have a gorilla-personality partner – only one if you are lucky – but in many cases more than one. Other groupings include equity partners, non-equity partners, associates and practice groups. All of these constituencies can and often do also have their own agendas. These agendas do not always align with the best direction for the firm.
A leader should listen to all constituencies, but be careful to avoid the in-fighting. Never side with one group of lawyers against another. Listen, understand what is going on, give off the record input where appropriate, but never take a public position that will put you in the middle of these political battles. Your upside is non-existent, but that is okay because your downside is bottomless.
Be a straight shooter
As a corollary to staying above the fray, and as a reminder none of us should need, always be a straight shooter. Telling people what they want to hear often presents an easy way out of difficult situations, but ultimately these cheques are cashed. Good leaders listen to all sides and make a decision. Things may be difficult in the short term but, in the long term, life will be easier. Telling someone what they want to hear takes care of the moment, but will not win the day.
In making decisions, remember the Gallo theory of life: “No problem before it’s time” – or, as we lawyers say, no advisory opinions. Quickly deal with the real problems. Leave the rest till another day. By then, they may not be problems anymore.
Be humble
The law firm leader who acts like the boss will not be one for long. There is no need to recite accomplishments or talk about important friends or meetings. These things don’t impress lawyers. If anything, these comments create resentment – or worse, scorn.
The managing partner must be the clear leader of the law firm. At the same time, he or she must avoid any sense of arrogance or entitlement that comes with the job. Not allowing the title to become a ticket for special treatment enhances respect and leads
to success.
Always remember, leadership is not a position. Leadership is action.
jsmith@williamsmullen.com