Page 66 - The Handbook - Law Firm Networks 2018
P. 66
The Handbook: Law Firm Networks
objectives may exacerbate these issues. The management and executive committee must be able to address
these issues before they become problems. Bylaws and written policies make this possible.
The network will expand to new states or countries. While the network may originally have had policies as to
the type of members that can join, the leadership can change the policies. This might be done to give
jurisdiction to a member who has a branch office or to temporally list a member in a location where they
have offices.301 There is pressure to make these decisions that may benefit a few members. This will happen
in both Level 2 and 3 networks.
There will be many forces that seek to exert their own interests. At every step of development the
management and directors must be careful of compromises that may affect the long-term viability of the
network. Along the way, members may not like the decisions that are made. However, the directors and staff
must be able to explain the underlying rationale for these decisions.
In the case of financial policies, such as the payment of dues, there can be no exception in networks. Member
should all pay the same dues based upon established policies. Once an exception is made, it undermines the
credibility of the leadership. This is even the case of those who benefit from the exception. The fact that an
exception was made diminishes its value.
As the organizations become more important, the existing member leadership will want to maintain its
position. As the network matures, more and more members are going to want to participate. Increased
participation can be accomplished by appointments to new positions such as committee or practice chair. It
can also be done by appointing others at the leader’s firm to positions on committees or the board or by
bringing in new participants. If the same firms dominate the network, openness and enthusiasm are lost and
the organization cannot develop. Participation needs to be open to all members equally, regardless of size,
country, and/or practice.
This means that new structures need to be created to accommodate those who want to be active. These new
structures must be established under the umbrella of the network itself. These new structures need
management. If the new groups or committees have too much discretion, there is a risk that they will go off
on their own.
Documentation of processes and decisions is very important, especially in Level 3 networks where there is a
constant change in the directors. Minutes must be taken at each meeting. Copies of emails should be
accessible in case there is a question of how a decision was reached or an action taken.
The organization also must be transparent. There needs to be a process in which staff and directors can be in
contact with members over not only major decisions, but also minor ones as well. While information is
important, the personal touch is much more so. Formality needs to be balanced against informality.
Each new board member or other leader should receive an orientation. This will create consistency going
forward. The board, practice group leaders, and other leaders should have annual orientations. Networks
cannot require participation. However, active participation in committees, regional groups, and industry and
practice area groups should be a precondition of holding a particular position in the network. As the network
301 Lawyer Search, LEX MUNDI,
www.lexmundi.com/assnfe/SearchLawyers.asp?MODE=FINDRESULTSEX&SNID=&clSearchLawyers_SearchMode
=1&csSearchLawyers_Jurisdiction=181%2F240&clSearchLawyers_PracticeArea=-1&SUBMIT=Submit WSG (last visited
Feb. 5, 2016); see also Member Locations, WORLD SERVICES GROUP, www.worldservicesgroup.com/members-
locations.asp?action=jurisdiction&loc=California (last visited Feb. 5, 2016).
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objectives may exacerbate these issues. The management and executive committee must be able to address
these issues before they become problems. Bylaws and written policies make this possible.
The network will expand to new states or countries. While the network may originally have had policies as to
the type of members that can join, the leadership can change the policies. This might be done to give
jurisdiction to a member who has a branch office or to temporally list a member in a location where they
have offices.301 There is pressure to make these decisions that may benefit a few members. This will happen
in both Level 2 and 3 networks.
There will be many forces that seek to exert their own interests. At every step of development the
management and directors must be careful of compromises that may affect the long-term viability of the
network. Along the way, members may not like the decisions that are made. However, the directors and staff
must be able to explain the underlying rationale for these decisions.
In the case of financial policies, such as the payment of dues, there can be no exception in networks. Member
should all pay the same dues based upon established policies. Once an exception is made, it undermines the
credibility of the leadership. This is even the case of those who benefit from the exception. The fact that an
exception was made diminishes its value.
As the organizations become more important, the existing member leadership will want to maintain its
position. As the network matures, more and more members are going to want to participate. Increased
participation can be accomplished by appointments to new positions such as committee or practice chair. It
can also be done by appointing others at the leader’s firm to positions on committees or the board or by
bringing in new participants. If the same firms dominate the network, openness and enthusiasm are lost and
the organization cannot develop. Participation needs to be open to all members equally, regardless of size,
country, and/or practice.
This means that new structures need to be created to accommodate those who want to be active. These new
structures must be established under the umbrella of the network itself. These new structures need
management. If the new groups or committees have too much discretion, there is a risk that they will go off
on their own.
Documentation of processes and decisions is very important, especially in Level 3 networks where there is a
constant change in the directors. Minutes must be taken at each meeting. Copies of emails should be
accessible in case there is a question of how a decision was reached or an action taken.
The organization also must be transparent. There needs to be a process in which staff and directors can be in
contact with members over not only major decisions, but also minor ones as well. While information is
important, the personal touch is much more so. Formality needs to be balanced against informality.
Each new board member or other leader should receive an orientation. This will create consistency going
forward. The board, practice group leaders, and other leaders should have annual orientations. Networks
cannot require participation. However, active participation in committees, regional groups, and industry and
practice area groups should be a precondition of holding a particular position in the network. As the network
301 Lawyer Search, LEX MUNDI,
www.lexmundi.com/assnfe/SearchLawyers.asp?MODE=FINDRESULTSEX&SNID=&clSearchLawyers_SearchMode
=1&csSearchLawyers_Jurisdiction=181%2F240&clSearchLawyers_PracticeArea=-1&SUBMIT=Submit WSG (last visited
Feb. 5, 2016); see also Member Locations, WORLD SERVICES GROUP, www.worldservicesgroup.com/members-
locations.asp?action=jurisdiction&loc=California (last visited Feb. 5, 2016).
- 53 -
