Mastering the art of leading from the middle

Lawyers do not like to be led. Lawyers admire strong leaders. Inconsistent? Certainly. The answer: Be a leader without appearing to be so. Good leaders remain one of the crowd, while leading
the crowd. Lawyers don’t really object to being led, they just don’t like being told what to do. Mastering the art of leading from the middle softens the negatives of leadership without diminishing the impact of strong leadership.

In most law firms, the trappings of leadership evoke more reaction than the job itself. Lawyers quickly tire of a managing partner who constantly reminds his peers of his position. Titles such as CEO, chairperson and so on mean little in a law firm. Lawyers see the managing partner as one of them who sits at the head of the table. Few lawyers believe the managing partner makes a bigger contribution or commands more respect than other hardworking partners.

In fact, a disconnect often exists between the partners and the managing partner over what the managing partner actually does. Traditionally, lawyers measure success by billable hours. In down times, partners quickly question the managing partner’s billable hours rather than his leadership skills. “He needs to be more productive”, not “he’s a lousy leader” reverberates through the firm. Flaunting a title or position exacerbates the problem.

Leading from the middle does more than negate the negativity that can attach to a leadership role. It makes the managing partner more successful. Leading from the middle allows the managing partner to keep his relationships with the other lawyers. Most partners view the managing partner as just another partner. A successful managing partner embraces that concept. Perpetuating that little white lie builds a strong bond between the managing partner and the firm and leads to success.

Building relationships

The good leader uses every opportunity to engage his partners on an informal
basis. Spending time away from the office or after hours in building relationships produces far more results than the incessant pep talks and emails that many managing partners love.

Friendship begets trust and trust begets success. Without trust, no managing partner can succeed. Constant exposure to partners fosters that trust. That exposure also validates the belief that the managing partner works as hard as everyone else, but in a different way. Making the firm successful becomes everyone’s goal. Everyone helps to
achieve that goal.

In reality, most managing partners
find it impossible to maintain the rapport that existed in the ‘good old days’. They have now become the boss. Leadership closes many of the doors that opened to
a partner or a backbencher. Despite all of the best efforts in the world, that change will probably occur.

But, the successful managing partner makes sure the change happens in others and not in him. He tries to be the same person that the partners chose to lead
the firm. He refuses to let the idea of
being the managing partner overcome
the characteristics that got him the job.

One of the team

The vestiges of partnerships still run deep in law firms. Partners believe that all firm members are equal. Partners grudgingly give up decision-making power. Many lawyers see the managing partner as a necessary evil.

Dealing with those beliefs becomes much easier if the partners still look on the leader as one of the team. As soon as the managing partner sends the message that he holds a higher rank than others, trouble follows. Simply put, the managing partner must never be anything but a member of the law firm. Believing that premise and assuming that role leads to success.

In sum, good leaders master the art of being the boss without appearing to be so. They work very hard to keep open all avenues of communication with their partners. They avoid sending any sign that they occupy a special or more favoured position in the firm. They take every opportunity to talk with their partners and constantly praise their efforts. At the same time, they continue to remind their partners what they must do to be successful and thereby make the firm successful.

From the middle, the managing partner keeps his vision alive and in front of everyone. It’s not a job for the faint of heart.

Leadership quote of the month: “You can’t be a clown if you own the circus”.

Julious P. Smith Jr is chair emeritus
at US law firm Williams Mullen
(www.williamsmullen.com)