Leading your firm through a change management programme

Love it or hate it, there is no escaping the pressing need to deliver meaningful change. But change is not, and never has been, an easy bedfellow for the legal profession. For a long time, every senior practitioner, almost as badge of honour, was heard to say 'Not on my watch.' And while it is easy to decry the perceived lack of ambition with a period of stasis, who would blame any business owner for not wanting to embrace any more change than was absolutely necessary when the business model was delivering predictable profits?

But, of course, save for the chosen few, we know that the halcyon days are long gone '“ if the dire market hasn't fuelled the need to deliver a change programme then the oversupply of lawyers has meant partners thinking much harder about how to retain their clients and develop a more client friendly operation.

Long-term health

For me, change is much more than moving (constructively) from point 'A' to point 'B'. It means seizing the initiative and having the confidence and self-belief to ensure that you set a sail that is focused on the long-term health of the enterprise.

Too often change is predicated on what lies immediately at hand, and that is perfectly understandable when you have set up the expectation that profits will continue unabated and inexorably upwards. But clients are more fickle these days, and the competition more aggressive. In any event, focusing only on the money is a sure way to set up a rearguard action where everyone is looking out for their own turf, rather than, as should be case, the collective.

The question though is how many ?people feel equipped to manage a ?change programme that goes to the core ?of the business? And, importantly, can deliver change that has a positive impact ?on the firm?

Progression in most firms is painfully slow. It is based on a few tried and tested components, and some would say more luck than judgment.

With the increased specialism that has proliferated, everyone now focuses on acquiring a bushel of technical skills, a few directory listings and, hopefully, lots of client testimonials. This is no different to the brain surgeon who works at his/her craft to become the best in the business. But along the way how few people acquire the technical competency, gravitas or leadership credentials to manage a change programme, particularly when it may not even be in the same area of expertise (can a private client lawyer manage change in dispute resolution?)? Of course, there will some people who are naturally adroit when it comes to leading from the front, but, for most partners, they will have to make it up as they go along.

Leadership is critical in any change process and not just the top down mantra, but rather empowering everyone to lead. In the old days, you would see this described as 'self-starter', meaning someone who didn't need the constant carrot and stick so favoured by the Old School. But a leader without title is someone who feels secure in their position to go out and make a difference without constantly having to seek approval for their actions. This is not to foster an air where mavericks rule the roost but trusting to your fee earners that they will do the right thing by the firm.

Do the right thing

At its core leadership is about doing the right things whereas management is about doing things right (see the work of Peter Drucker). This is not to say that change is just about strategy but too many times partners feel unable to delegate and get so bogged down in the weeds that they lose the perspective necessary to see when the firm needs to change tack or grasp a new opportunity. Great leaders don't achieve their lofty status by heaps of platitudes but by leading from the front. They are positive in their outlook and believe in something bigger than the partnership. In short, they want to make a difference. Strong leadership doesn't always ensure change but it is likely to go a long way in making things stick.

Of course, change doesn't just happen as a result of one person's ambition. It needs the firm to have invested in people who are willing to shake off the shackles of yesterday, and sufficiently think outside the box to grasp the opportunity without having to be told what to do. But managing expectations is critical. Again, with a nod to Drucker, he is often quoted as saying that management is about making things hard to achieve. To make change happen you have to be prepared to stand aside and allow people to get on with things. If someone says they have a way of reducing the number of complaints or improving client retention within the firm, make it easy for them and don't default to endless meetings.

Lastly, you have to be prepared to work on the individual habits that are likely to hold you back. Of course, you may have decided that some people are so ingrained with their stultifying habits that it is a waste of time to even bother. But habits can be changed. You need look to analyse the cues and rewards and accept that they may be impossible to break but you can change the pattern of behaviour.

In summary, change is not easy and requires tremendous energy and fortitude to see things through. One factor that perhaps rides about all else is the need to communicate. And not just the odd, pithy email but to communicate with such vigour and passion that everyone knows exactly the reason for change.

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