B1: 4/27-5/1 Discussion Chapters 3, 4, 9 and 13: Performance Management Vision and
Mission using top/bottom/mid-level performing lawyers
Traditionally, law firm management meant that junior attorneys reported to senior attorneys,
and a partner committee managed all aspects of the firm. This is an ineffective way to run a
law firm. People management isn’t a skill that all of us are born with, but it is a skill that can
be learned and should be cultivated to help make you a more effective lawyer manager and
leader.
Being a lawyer manager today means knowing how to be a business person, a people
person, and an expert in the law. This means if you’re managing a law firm with people other
than you are working there, you’ll need to learn and develop leadership skills and
management skills. While these are complementary skills, the difference between the two is
subtle and important.
How Lawyer C should try to incorporate better management skills can be by following the
four path-goal types (Ch.9) of leadership behaviors:
Directive
: The leader informs her followers on what is expected of them, such as telling them
what to do, how to perform a task, and scheduling and coordinating work. It is most effective
when people are unsure about the task or when there is a lot of uncertainty within the
environment.
Supportive
: The leader makes work pleasant for the workers by showing concern for them
and by being friendly and approachable. It is most effective in situations in which tasks and
relationships are physically or psychologically challenging.
Participative
: The leader consults with his followers before making a decision on how to
proceed. It is most effective when subordinates are highly trained and involved in their
work.
Achievement
: The leader sets challenging goals for her followers, expects them to perform at
their highest level, and shows confidence in their ability to meet this expectation. It is most
effective in professional work environments, such as technical, scientific; or achievement
environments, such as sales.
Which can be translated into:
People. People want to be treated and cared for as human beings in their jobs. Your
responsibility as a lawyer manager is to take care of your people. Make sure you’re engaging
with them and spending time with them to help each of your employees define their purpose
in their job and career.
Purpose. People want to see and feel a connection between their work and a larger vision
and purpose in your firm and the world. People also want recognition and gratitude for the
work they do. Make sure you have a system in place to recognize and show gratitude to
people for the work they do and how it connects to your firm’s values.
Process. People want to know they’re doing their job well and correctly. They also want to
be able to measure their success. Be clear about their role, their responsibility, and how
they’ll be measured.
Path. Your staff should know how their work fits in their career path. If they’re a junior
associate, show them a clear path to becoming a partner. These sorts of things shouldn’t be
kept secret. Be transparent around what it means to advance in your firm and give people an
opportunity to be their best self and excel in your firm.
What lawyer C should also try to take in consideration is the level of
job
satisfaction
and
commitment
they have in their career to improve in performance
