Page 146 - Leaders in Legal Business - PDF - Final 2018
P. 146
significant international presence, the challenge of leading and managing such firms become
more challenging and time consuming. No longer will the partners come from the same cultural,
educational, or ethnic background. Language issues will inhibit communication. The sheer size
of the firm will mean that partners will not know one another well or at all. The scope for
misunderstanding and inappropriate behavior is compounded as a firm gets larger and more
diverse both geographically and culturally. Defining a firm’s culture and the glue that holds the
partners together becomes more complex.
In many ways the most important issue for a leader in these circumstances is to know
when to let go and to realize that firms of that size and complexity, often operating in different
time zones, cannot be micromanaged. Leaders of offices, practices, client teams and sectors need
to be empowered and given clear responsibility for the effective performance of their team. They
certainly need to be held accountable by the firm’s leadership, but not second-guessed or
required to seek approval for every minor decision. This is difficult, as the pool of real leaders in
a firm is often limited. Training and mentoring may be necessary, as certainly will be succession
planning.
The firm’s leaders need to paint a clear vision for the firm and devise its strategy. They
should be visible inside and outside of the firm. Furthermore, they must understand the issues the
firm’s clients are facing, and have a good grasp of the firm’s financial performance and key
metrics. The balance between being decisive or dictatorial needs to be achieved.
As firms have been growing both organically and by merger, especially in a subdued
trading environment, the interpersonal skills, communication skills, empathy and sheer stamina
of the leadership team is increasingly a determinant of the success of the firm. Some leaders have
been found wanting.
Communication
As firms become more diverse, effective communication to and from leadership, among
offices, and at a purely personal level becomes more difficult. A default to email can
depersonalize relationships. It can also result in a leadership group permanently being on
“transmit” mode rather than ensuring that they “receive” key insights and constructive challenges
from their colleagues.
Communication challenges are compounded by language and cultural sensitivities. Even
“yes” can have many different messages:
The Seven Meanings of Yes
Yes, I hear you
Yes, I understand you
Yes, I understand you and will do as you ask
Yes, I understand you but will do nothing
Yes, I understand you but will do the opposite
Yes, I understand you, but I will speak to others to try to get you overruled
Yes, I understand you, but I dislike you and will try to do this in a way that makes you
look bad
.
Considerable effort is required to ensure that every issue is not seen through the lens of
132
more challenging and time consuming. No longer will the partners come from the same cultural,
educational, or ethnic background. Language issues will inhibit communication. The sheer size
of the firm will mean that partners will not know one another well or at all. The scope for
misunderstanding and inappropriate behavior is compounded as a firm gets larger and more
diverse both geographically and culturally. Defining a firm’s culture and the glue that holds the
partners together becomes more complex.
In many ways the most important issue for a leader in these circumstances is to know
when to let go and to realize that firms of that size and complexity, often operating in different
time zones, cannot be micromanaged. Leaders of offices, practices, client teams and sectors need
to be empowered and given clear responsibility for the effective performance of their team. They
certainly need to be held accountable by the firm’s leadership, but not second-guessed or
required to seek approval for every minor decision. This is difficult, as the pool of real leaders in
a firm is often limited. Training and mentoring may be necessary, as certainly will be succession
planning.
The firm’s leaders need to paint a clear vision for the firm and devise its strategy. They
should be visible inside and outside of the firm. Furthermore, they must understand the issues the
firm’s clients are facing, and have a good grasp of the firm’s financial performance and key
metrics. The balance between being decisive or dictatorial needs to be achieved.
As firms have been growing both organically and by merger, especially in a subdued
trading environment, the interpersonal skills, communication skills, empathy and sheer stamina
of the leadership team is increasingly a determinant of the success of the firm. Some leaders have
been found wanting.
Communication
As firms become more diverse, effective communication to and from leadership, among
offices, and at a purely personal level becomes more difficult. A default to email can
depersonalize relationships. It can also result in a leadership group permanently being on
“transmit” mode rather than ensuring that they “receive” key insights and constructive challenges
from their colleagues.
Communication challenges are compounded by language and cultural sensitivities. Even
“yes” can have many different messages:
The Seven Meanings of Yes
Yes, I hear you
Yes, I understand you
Yes, I understand you and will do as you ask
Yes, I understand you but will do nothing
Yes, I understand you but will do the opposite
Yes, I understand you, but I will speak to others to try to get you overruled
Yes, I understand you, but I dislike you and will try to do this in a way that makes you
look bad
.
Considerable effort is required to ensure that every issue is not seen through the lens of
132
