Tag Archives: equity partners

Are Traditional Profit-Sharing Models the Enemy of Diversity?

2 Fotolia_114409423_XSMethodologies for sharing profit among equity partners have been an interest of mine for many years. Some time ago I wrote a doctoral thesis on the behavioural consequences of alternative models, in particular the impact of various models on equity partner diversity.

When I started monitoring and consulting law firms in the late 1980s, equal sharing was the norm in Australasia; it is still common among many mid-sized and smaller firms in Australia and among all firms in New Zealand. While the number of performance-based sharers has significantly increased, many of these firms apply performance measures “at the margins,” with 80% of partners clustering around a new equality. The top 10% are topped up and the bottom 10% bashed up. Origination credits have not been institutionalised in Australasia to the same extent as in North America, although that is beginning to change. ‘Performance’ often includes an assessment of subjective contribution, but by and large it usually comes down to ‘fees controlled’: individual partners’ billings, their teams’ (direct reports’) billings, and work introduced to other partners.

There’s nothing new in all that. It’s the way we’ve been doing it for ages. Law firms see themselves as meritocracies. We promote people to equity partnership and compensate them accordingly. I suspect that’s why law firm partnerships seldom resemble the diverse nature of the annual graduating classes of lawyers. We’ve assumed ‘merit’ as a virtue axiomatically, but what does it really mean? Judging by the overwhelming majority of equity partners, it means doing what all of the white, middle-aged heterosexual men did, ‘performing’ and ‘contributing’ in the same, full-time manner. The individual sinks or swims on his or her own merits.

It is intriguing that despite the best of intentions, despite all of the investment in enquiries, diversity committees, and diverse graduate selection (even ‘blind’ graduate selection), and despite 20 years or more of gender balance among graduating classes (it’s actually an imbalance in favour of females), law firm partnerships remain very male, very white and very straight.

There is a growing scholarly literature around merit and diversity. I’ll develop this discussion in a future article. I would like here to concentrate on one of the root causes of partner homogeneity: traditional profit-sharing.

The underpinnings of equal or near-equal sharing are pretty obvious: portfolio theory (I’ll be up when you’re down and visa versa, hence risk minimisation), equal effort for equal return, and the greatest incentive to share clients and cross-refer. For these elements to coalesce in favour of success, partners need to contribute equally, for a long time, and in similar ways. Merit becomes a convenient verb for describing what all of our full-parity or equal-sharing partners do, and the way that they do it – in other words, role-modelling the successful, white, middle-aged men.

I regularly present in new partner programmes in Australia and New Zealand, and I often hear aspiring partners talk of their frustration with attaining perceived equal or near-equal contribution. They speak of the covert guilt that accompanies part-time or flexible partnership. They speak of inequity in opportunity. Who gets mentored by and wins the favour and friendship of influential senior partners? Well, not surprisingly, people like those partners (the next batch of white, heterosexual men). It’s as though many female lawyers and those from minorities perceive themselves as working in a different and separate workplace under the same roof with those who more closely conform to the traditional ‘norm’.

Achieving a greater level of minority-group representation at equity-partner level is a big and complex task, a task way beyond the scope of this brief article. There is however one thought balloon I’d like to float in the interest of greater gender equity among equity partners: share profits on the basis of contributed profit.

First, to profit, and an extreme illustration of the principle.  Most firms can measure this accurately, smaller firms probably less so, but it’s straightforward: partners’ billings, their team’s billings, fees referred to other partners, less the direct attributable cost. The partner with the highest profit contribution gets 100 points; others share proportionately. This would enable partners to enter much earlier. It would cater for part-time partners (if I can contribute more profit working three days a week than one of my full-time contemporaries, why should I earn less? Similarly, if I choose to work six days a week, why should I subsidise those on flexible arrangements?)

Profit-derived profit-sharing is educational. It encourages and rewards partners who structure their teams in the most profitable way. It also future-proofs the partnership. When the millennials arrive, they will require diversity and flexibility, and they will want the prize sooner. In five years’ time, compensating partners on the basis of fees controlled and time spent in the office will seem so ‘yesterday’.

Sharing entirely on profit contributed would be pretty extreme and probably a little short-sighted. Firms need to invest in practice areas from time to time, new partners need to be encouraged and supported, there are pro bono considerations, and the list goes on. I am just suggesting that measuring profit contribution in the mix (instead of fees controlled) removes a significant block to greater gender equity at partnership, and offers greater flexibility for all who want it. Think about it.

Superstar or Renegade? Keeping Toxic Lawyers Out of Your Partnership

2 iStock_000022887198_Small“Superstar employees are the obsession of the corporate world,” a recent article in the Harvard Business Review (HBR) begins. “They’re highly sought after, given the most attention and the best opportunities, generously rewarded, and expressly reassured after setbacks.”

Does this remind you of any members of your law firm’s equity partner class? Especially those recruited laterally from other firms?

This elite class of workers is “highly sought after” for good reason. These superstars can be four times as productive as average workers, the HBR suggests, and can generate as much as 80% of a business’s profits while also attracting other star employees. Given this sort of payoff, it’s little wonder law firms are constantly trying to poach key rainmakers from rivals at any price.

But the HBR article goes on to identify a kind of “evil twin” to the superstar employee: the toxic worker. “These are talented and productive people who engage in behavior that is harmful to an organization…. [A]voiding such people can save companies even more money than finding and retaining superstars.” In fact, a toxic employee can cost a company more than twice as much money as a superstar generates.

Here’s the problem for law firms: superstar lawyers and toxic lawyers tend to share many of the same characteristics.

The HBR article, citing a Harvard Business School study, identified four characteristics shared by toxic workers: “Overconfident, self-centered, productive, and rule-following employees were more likely to be toxic workers.” Powerful lawyers tick off those first three boxes almost immediately. The fourth, which means inflexibility concerning the application of rules, is frequently on display among lawyers. Other characteristics of “bad guys” in the office include charisma, curiosity, and high self-esteem. A quick look around your partnership table for all these characteristics should give you immediate cause for concern.

Virtually every major law firm actively recruits high-powered lawyers who possess the features of a potentially toxic worker. And for every toxic partner your firm inadvertently recruits, it cancels out the positive effect of more than two genuine superstars.

Law firms can take two steps to reduce their risk here. The first is to deepen and broaden the background checks of potential lateral recruits. Look well beyond their book of business; find out everything you can about what this person is really like. Ask yourself why this person is even looking around for new opportunities: is it that they’ve worn out their welcome at their current firm? Is this their first lateral move, and if not, why is that?

Don’t just interview the lawyer’s old friends and favoured clients, either. Their glowing reviews will simply strengthen your own confirmation bias: you want to hear good things, so you choose the sources likeliest to provide them. Actively seek out people who have complaints, grudges, or scars from working with this person, and consider this contrary evidence carefully. Be adamant that you will recruit only good corporate citizens into your partnership, and that your due diligence in this respect will be exemplary.

Despite a firm’s best efforts to spot bad apples, however, some will inevitably slip through. In fact, the truly lethal ones will be the toughest to spot, diabolically practiced as they are in the art of telling you what you want to hear. So the second tactic you can employ is to reduce your firm’s vulnerability to the emergence of a toxic partner.

Exercise greater vigilance over this person upon their arrival, quietly monitoring them for signs of antisocial conduct. This is not impolite behaviour towards a guest: it is the strict application of a probationary period of scrutiny to a stranger in your midst. Watch closely for warning signs in the first several months of the person’s tenure, and don’t hesitate to pull the plug on a lateral hiring experiment that is clearly going wrong.

As well, insist upon integrating their new client teams with veterans from your firm, especially professional staff who can lay down links with these new clients to your firm’s systems and processes. Do not permit the new partner to set their own rules or evade the firm’s existing practices: bad things will happen if a foreign culture is allowed to implant itself into your firm’s ecosystem.

Really, the best way to lower the risk of recruiting toxic employees is to reduce the impact that any one individual can have, positive or negative, on your firm. Enhance your firm’s client service infrastructure through the systematization of legal work production and delivery. Undertake the difficult but necessary job of shifting the ownership of client relationships from individual partners to the institutional firm.

Toxic employees can derail your law firm in a hurry. Take whatever steps you can to keep them from ever boarding the train in the first place.