Management of a partnership and its associated training poses one of the great challenges for law firms. Judith Mayhew explains the vital role of individuals in achieving results.

Many initiatives which appear to succeed in the corporate world fail too often because of the power of the individual within the partnership structure. Therefore, any system which is able to harness the strength of the individual leaders towards firm-wide goals has a greater chance of success. As director of training at Wilde Sapte I had been searching for such a system when I read the following views from David Maister --

The Maister Way

What is it that distinguishes the most successful practice groups from the ordinary in the same firms and in the same markets? Our experience suggests that it has little to do with creative strategies or unique management systems. Nor is it a matter of IQ or professional talent. The partners we meet in the most successful practice groups are not consistently smarter or more talented than their counterparts at other firms. What is noticeably different at the best practice groups is a characteristic variously described as energy, drive, enthusiasm, motivation, morale, determination, dedication and commitment.

Leader

While many factors appear to play a role in creating this dynamism, one stands out above all others: the skills and behaviour of the practice leader. In firm after firm, we have observed marked changes in performance from the same group of partners where the only thing that changed was a new individual appointed to the leadership of a particular practice group. This should not be surprising. A professional practice is like a sports team, filled with talented athletes who will only win if they truly fulfill their potential. Professionals, like athletes, when left to their own devices, don't accomplish as much as they do when they are supported by a good coach.

Individuals

It is tempting to assume that since the typical professional firm is made up of intelligent, energetic individuals, they can be relied upon to be autonomous, self-starting professionals, with no need to be managed. However, our experience suggests that the best managers really do add a very special value. First, through their actions other people accomplish more, and focus on more important things, than they would if left to their own devices. Second, it is through the skill of the manager that the talents of powerful individuals are shaped into even more powerful teams, learning from and supporting each other.

Time

Professionals lead busy lives with many conflicting demands on their time and attention. In such a world, it is too easy to be driven by the pressure of events and postpone or neglect activities that may not have to be done today but are essential for the future. All too often, the urgent drives out the important. Examples of postponable activities that are often neglected due to the pressure of daily business might include those extra touches of client service that build relationships, or the added time it takes to help a more junior professional learn a new approach, or the extra time taken to represent the firm in important meetings of the business community in order to build a presence.

Benefits

Professionals usually understand the importance of these activities and know what to do to execute them. They intend to do them. But they do not always get around to them. After all, each of these actions involve short-term 'costs' for a long-term benefit. Left to themselves, professionals, like all human beings, find it all too easy to take care of today, at the risk of under-investing in tomorrow.

This extract accompanied a programme called PracticeCoach® which was put together by David, with Patrick McKenna and Gerry Riskin of The Edge Group. It is an action planning management system that enables practice group members to formulate their goals, understand what steps need to be taken to achieve those goals and transform those steps into specific-focused efforts with measurable outcomes.

Hire a Good Coach

The first hurdle for any partnership is to ensure that the right people are appointed practice group leaders. Too often we select the best lawyer whether based on technical or rainmaking skills. This individual, however, may not be the most able to coach and develop individuals and create a team. A team leader must be trusted by the members of a team as a person who can promote and develop their individual career plans. Team-building begins with each individual member and his or her future aspirations. These have to be placed within an individual career plan which in turn must contribute to the team plan for its development. PracticeCoach® begins by assessing the power of the practice leader and then examining what good coaches do and how they motivate other individuals.

Harness Potential

Once the practice coach or team leader understands those basic principles, then learning how to establish shared ambition and inspiring team work follows. The next stages involve developing a healthy practice, getting better business and building team spirit. Within this natural progression the individual's goals are nurtured and developed while the team develops a coherent practice based on its business plan. This harnessing of the individual within the team, we have found, within the groups who are currently undertaking PracticeCoach®, is an important key to its success. As David Maister said, too often the professional puts off today what can be done tomorrow. This does not lead to systematic individual career development nor does it lead to good team-building. Developing the trust between the individual team leader and the members of the team is crucial to the success of a team.

Common Goals

Team involvement in the creation of its business plan has obvious benefits in that the members have a greater stake in its delivery and achievement. It should lead to reduced conflict and friction in realising the common goal. Team members feel included and this should result in greater shared responsibility for outcomes.

This very exciting management training programme may be adapted according to the nature of the individuals and the groups to which it will apply. Implementation, however, can be uncomfortable if the team leader does not have the confidence of the group but our experience shows given the right conditions it is very successful and dynamic.