Factors in Setting Law Firm Goals and Objectives

Factors in setting law firm goals and objectives are different from objectives and goals for any commercial or industrial enterprise. This is so because of the difference in the nature of the services rendered by the two. There are certain characteristics of law firms, other than the well-known differences between industrial enterprises and professional organizations, which can be set and defined to come up with a model for the organization. Basically, the process of planning and setting goals involves building a model to serve as the development guide for the firm and determination of the way to achieve the goals and the time it will take. There are a number of characteristics of a model which are the factors that affect setting of goals and objectives in a law firm. Throughout this article, the various factors that affect the setting up of goals and objectives in a law firm will be discussed.

Size

According to many lawyers, size is the status in the legal community, prestigious clients, the ability to handle more interesting as well as complex legal work and stability. In most case, these are accompanied by other characteristics like minimal opportunity for significant participation in management, impersonal atmosphere; need to follow the policies and procedures that are already in place and little direct contact with clients which are not attractive to some lawyers. Generally, lawyers in larger firms earn more as compared to those in smaller firms. This is because the large firms attract the large corporate clientele who pay higher rates. As a result, if the model objective is to be a considerably larger firm than the current firm size, a top notch litigation department should be emphasized.

Ownership

Ownership is one of the factors in setting law firm goals and objectives that should be considered keenly. Maintaining high partners to associates ratio in a law firm is a key factor in increasing the income of the partners. The associates actually are the ones that make profits for the partners and that is why the ratio of partners to associates in large firms is always between a third and two thirds of the lawyers. This ratio is mainly affected by: the turnover of associates, the general growth of the firm and the time required to become a partner. For instance in a firm where the rate of turnover of associates is high, the average time needed for an associate to become a partners is six months, there will be a phenomenal growth rate in order to maintain a low partners to associates ratio.

Type of law and client

The type of client and the type of law are two closely related factors that have to be looked at when setting the goals and objectives of a law firm. The large firms normally serve the professionals, the affluent and the corporate clients. These firms increase expertise in legal areas corresponding to their clients’ needs. On top of the regular law areas which include: tax, general corporate, real estate, probate and litigation, some firms are developing distinct specialties either by industry or by function. Some areas of specialization are: labour law, banking natural resources and health care.

Each of the factors in setting law firm goals and objectives explained above should be considered carefully by the law firms during their planning. Planning should be based on the current strengths and weaknesses of a firm. Other external factors like competition and the local economy should also be considered.

Getting to Know the People Working at a Law Firm

Legal aid seekers may find it hard to determine whom to talk to regarding their concerns because of the many people who are employed in a law firm, especially the large ones. These frequently happen particularly if the law office lacks an information desk to assist their clients. Hence, this article will try to help you identify those personnel and their jobs for you to know who to approach for your particular case.

In common legal practices, law firms have a certain hierarchal structure. This is to create a smooth flowing relationship among the employees, particularly concerning their task. Here is a typical list of a law firm staff:

1. Law Firm Owners – They are commonly referred to as partners. Usually, the law firm is named after them since they are the most prestigious lawyers in the company. Because of their vast experience and expertise in their field, their service fees are considered the highest.

2. Legal Associates – These individuals are also lawyers. However, they do not share the ownership of the firm. Associates have much lesser experience as compared to partners, but may also be very good in their own specialization. In due time, they may possibly be partners in the firm. Clients may also expect lower charges from them.

3. Contractual Lawyers – If in case the employed lawyers are not enough to handle the upsurge of cases brought by their clients, the law firm may hire contractual lawyers. They serve as supports to the associates and doing they work on a part-time basis. They are being paid based on an hourly rate and mostly getting higher compensation from their other clients outside a firm.

4. “Of Counsels” – Commonly, these lawyers are formerly connected with a law firm who opted to continue his or her relationship with the company after his or her quasi-retirement. Nevertheless, it is up to the owners of the firm to decide regarding their working arrangement.

5. Legal Clerks – Usually, they are law students who are tasked to work on legal researches or to assist the lawyers in setting up their clients’ cases. They also do other jobs that may be assigned to them by the lawyers. This serves as their training ground for their future profession as lawyers.

6. Paralegals – Legally trained individuals but do not have their professional licenses yet. Ordinarily, they are equipped with practical knowledge of the law that may be very useful for the lawyers to whom they work with.

7. Secretaries – Their role is very vital for every lawyer. They help in organizing the schedules, making client calls, and all other tasks that may be appointed to them by the lawyers.

8. Legal Investigators – They are assigned to work in the field, to make an investigation on a certain case handled by the law firm.

9. Administrations Officers – They are in-charge of the internal dealings of the law firm. Depending on their need, law firms may hire a human resource officer, accountant and any other important positions.

10. Receptionists – They are the front-liners of a law firm, assisting the clients about their legal concerns and ensuring them of having a great visit to the office.

Law Firm Marketing – A Search for Leadership

The Partner Pole – Early Expressions of Law Firm Marketing

In ancient times the totem pole was a symbolic expression of past generations. It offered information about a tribe’s identity–a type of linear -understanding of generations that came before them and the leaders who showed them the way. It enforced group solidarity and provided a necessary relational context to their lives.
The totem pole was worshiped and ritualized. The history of a whole tribe could be understood by this one linear expression. Symbolic communication, as a group organizing method, is also found in law firms. Law firms proudly list their partners’ names on letterhead and post them on doorways. Often some of the names are symbols of the past–a lasting recognition of those who came before as well as those who are currently carrying the torch of the firm’s traditions into the future. This symbolic communication portrays the history of a firm’s leader-ship and is an indicator of predicted performance. But what happens when the firm’s past is forced to yield to the firm’s future? When it becomes necessary for the firm to reinvent itself and set out new organizing principles that match its vision–when the old belief system is no longer in sync with the needs and demands of changing markets and clients? Most firms are facing this challenge right now, and some are not even aware of it. The partners I spoke with clearly recognized the need to re-invent themselves or risk sacrificing growth and prosperity.

Are You the Leader?

Who among you will lead the charge? This is a very personal decision that should not be taken lightly. It will depend not only on your own willingness to take on the challenge, but also on the willingness of the key partners who make up most of the power base at your firm.

If you are up for the challenge, accept this knowledge and get on with leading. If not, find the person in your firm who is ready and able to lead and offer that person all the support you can. You’ll soon realize that the quality and commitment of your support for this person will be recognized as an important form of leader-ship in its own right.

The Genetics of Leadership

It’s been said that some people are born leaders. That may be true, but for most of us, leadership is an acquired skill that comes from our mind-set and our desire to effect positive change. Similarly, people are not born extraordinary. Instead, they choose to accomplish extraordinary things.
As recently as 2003, scientists discovered that our natural traits are not “set in stone.” (See Matt Ridley’s Genome and Nature via Nurture.) Rather, our genetic code–especially the code responsible for our brain function–is neither unchanging nor unchangeable. As we respond to the challenges and stimuli in the world, so do our genes. Depending upon our needs and the degree of our determination, different formulations of our genetic code are activated. This results in the emergence of a new pattern of genetic instructions. Contrary to what scientists formerly believed, our genes remain active, malleable and fluid throughout our lives.

Until these discoveries were made, the received wisdom was that the traits that enable us to think like lawyers or strive for excellence or find the courage and charisma to lead were handed out to us–or not–at birth. It was taken as fact that our neural makeup was primarily dictated by the genetic code we inherited from our parents. If we were fortunate enough to have inherited “smart” genes, it was anticipated that we were destined for greatness; if the opposite happened, we were destined to be the village idiot.

In reality, the reason so few of us break out of the mold is not due to genetics at all. It’s because of the fact that, strange as it may sound, most of us surrender to our strengths rather than engage our weaknesses. If we tend to be naturally gifted in mathematics, we gravitate toward mathematics. If we show an early talent in the arts, we gravitate in that direction. It’s simply easier to rely on our existing strengths than it is to develop new strengths from scratch.

Psychologist and theorist Carl Jung described this irony in his book Psychological Types:

“Experience shows that it is hardly possible for any-one to bring all his psychological functions to simultaneous development. The very conditions of society enforce a man to apply himself first and foremost to the differentiation of that function with which he is either most gifted by nature, or which provides his most effective means for social success. Very frequently, indeed as a general rule, a man identifies himself more or less completely with the most favored, hence the most developed function.”

Since Jung’s time, however, neuroscientists have discovered that the human tendency to follow the path of least resistance is not merely ironic but counter-productive. We now know that the brain grows stronger, developing at a much higher level, when we force ourselves to think in new and different ways.

Until now, you may not have thought of yourself as a leader. But that is no reason to believe you can’t become one if your motivation is strong enough. The first question to ask yourself is this: What does it mean to be a leader?

What Is a Leader?

The stereotypical image of a leader is that of a commanding figure, able to speak to large groups of people. We think of leaders as people who speak their minds and are charismatic performers, able to manipulate people’s emotions in order to get things done the right way–usually their way.

This popular stereotype is not only unrealistic, it describes characteristics that are undesirable in a leader and, if we dare to admit it, characteristics that make a leader quite dysfunctional. Real leaders are listeners; they don’t bark out orders from behind their desks. Such leaders find ways to develop strengths in the people they work with. They work through people, by understanding and evoking their intelligence, creativity and participation.

The ideal leader works for the firm, not the other way around. In fact, leadership is more a property of the firm than of the leader. In mid- to large-size firms, it is unrealistic to rely on one person to provide all of the leadership.

The most successful managing partners I have seen rarely dominate the group; rather they support the group by keeping it focused and on task.

Exceptional leaders work hard to remove barriers in communication among their key people. They see their role as smoothing out processes. They are facilitators, not dominators. They think about ways of making others more effective and productive, making it easier for them to do their jobs. And when their effort results in success, these leaders rarely take the credit, instead giving it to the group, where it belongs.

The single most important quality people look for in a leader is honesty. For most people, this is what determines whether a leader is worthy of their confidence and loyalty. With honesty often comes wisdom. For firms in the midst of great change, leadership requires a unique set of skills. Leaders must be able to work through teams of people, delegating work and rewarding performance while encouraging persistence. Such leaders encourage excellent performance at every level. Effective leaders are relentless in their determination to keep reaching for higher levels of performance. Interestingly, leaders like these seem to work best when the chips are down and change is upon them.

The Best Leaders Are Perspective-Driven

The most dynamic types of leader are perspective-driven. These in-tensely inquisitive people need to know what actually causes firms to grow and prosper and, just as importantly, what causes them to falter. They want to know what clients think about the firm–what clients actually experience when they visit and do business with the firm.
Perspective-driven leaders seek to discover new ways of serving, new ways of making clients feel valued, and new ways of earning trust. They seek what many managing partners would rather sweep under the rug. That’s because perspective-driven leaders know that the creative process depends more on differing views than conforming ones.
A common trait of perspective-driven leaders is that they are pain-fully honest and realistic when it comes to evaluating performance–including their own. These leaders do not claim to have a monopoly on knowledge. They understand that their point of view is simply that–their point of view.

They know that to completely understand a major challenge, they must turn to people who think in a variety of ways; thinking in teams is usually more productive than thinking individually.
Perspective-driven leaders do not let dissent or disagreement distract them from their goal of problem solving. In fact, such leaders are attracted to disagreement, especially from intelligent and competent people.

Listen to how one managing partner dealt with disagreement:

“Most of our partners were having a major problem with our top administrator, who was insisting that we convert to an entirely new computer system. The partners couldn’t see how the cost and expense of putting in a new system could possibly be worth the projected productivity gains. We just weren’t seeing what he was seeing–and none of us were willing to make the effort to see the problem through his eyes. No one doubted he was a talented and intelligent administrator. But no one here could possibly imagine that an administrator might be seeing something that we couldn’t.
I later realized that it was our arrogance that was get-ting in the way. When we finally put the system in, a year later, we were kicking ourselves for not having done it earlier. . . . “

True leaders value the differences among people–and more importantly, they respect those differences. The more a leader discovers what was previously unknown, the more opportunities can be identified. Leaders must be committed more to understanding the problem from an-other’s perspective than worrying about protecting their own understandng.

Playing at Top Performance Levels – Leadership and Marketing

Great leaders, like great athletes, are relentless and uncompromising when it comes to reaching top performance levels. It is this tenacious desire to be the best at one’s game that drives them.
Perspective-driven leaders recognize the limits of one’s own perceptions and appreciate the need to interact with different types of people. They realize that people do not always see the world as it is, but tend to see it from the perspective of who they are and how they view and inter-act with others. This is why such leaders encourage diversity. This is why you might hear an effective leader say, “Jay, you seem to see this issue differently than I do. Tell me how you’re seeing it. I want to see what you see.”

Most people in management roles would rather learn from what’s working at their firm than from what’s not working. Typical managers seek out agreement among their coworkers rather than finding opposing views. Perspective-driven leaders seek just the opposite–they are more interested in what’s missing from the firm that, if instituted, would make a qualitative difference and elevate performance.

A business litigation firm in rural New York was experiencing a serious decline in new business. When the partners got together to discuss the issue, they thought it would be useful to see what other firms were doing that they were not. Giving associates bonuses had always been discretionary, based on their overall performance. But the partners realized, when they compared their compensation packages with those of other firms, that theirs lacked a specific and immediate reward structure for associates.

One partner said, “We found that associates were especially motivated when they knew exactly what they would earn from new income they brought in and when they could expect to receive their share. We were amazed at how quickly they responded.”

This firm was acting proactively. They sought not only what was working, but also what was not working in their new business efforts. When they discovered that there was a decline in associate-generated revenue, they looked at what was absent–from the associates’ perspectives. Discovering what was absent allowed them to take immediate action to remedy the situation to everyone’s satisfaction.

Knowing Your Game

Perspective-driven leaders consider the challenge of finding what’s not working at their firms to be particularly interesting. That’s not to say they don’t acknowledge their firms’ strengths, but they are much more intrigued by their weaknesses. Why? Because they understand that removing weakness builds strength and increases performance. It is like finding the beautiful elephant in the block of stone. When you eliminate what’s not working (what’s not the beautiful elephant), you often get closer to what is working.

For perspective-driven leaders, finding what’s missing in their organization is like working a puzzle. The more pieces they find, the more complete the picture becomes and the easier it is to find the next missing piece.

It’s no different from the mind-set of a great athlete–and athletes don’t get any greater than Michael Jordan. Even at the height of his career, Jordan was notorious for studying his game tapes the day after he played. To him, reaching higher levels of performance meant learning as much as possible about how he played. It wasn’t vanity that drove him to study his game. It was his desire to see what he could not see from his perspective on the floor during a game. By changing his perspective, he could see things that he might have missed before. He might notice, for example, that in fast breaks in the last quarter of a game, he tended to pass the ball more to the left than to the right. Was this a mistake on his part? That’s not the point. What great athletes like Jordan look for is more knowledge about how they play their game. It’s finding that next piece of the puzzle that lets them get closer to seeing the complete picture.

Powerful Leaders Are Great Listeners

Perspective-driven leaders have many traits in common. One is being masterful at communication. This does not mean just being an effective speaker–it also means being an effective listener. The way one listens is said to be more important than what one says.

Providing consistently high levels of service requires constant listening to feedback from clients, and the people listening must be the most senior members of a firm’s leadership. Unfortunately, for the more senior partners, it’s too easy to avoid such listening–they become insulated from the front lines.
The inertia of this avoidance is enforced by those who wish to “protect” top leadership from unpleasant experiences such as speaking directly with dissatisfied clients. This happens in even the most well-intentioned firms. To counter it, firms must be proactive.

The best firms, for example, are obsessive about conducting in-depth debriefing sessions after a matter is concluded. These meetings are essential to ensure the firm’s ability to track its progress in serving clients, and clients also appreciate and admire the firm’s frank and honest willngness to improve its relationship with them.
Most leaders pretend to listen. Perspective-driven leaders, on the other hand, are fully engaged in the listening process. They are tenaciously committed to understanding the perspectives of others. To them, listening is not just waiting for someone else to finish talking or a com-petition between views. Nor is the goal of listening necessarily to reach agreement.

Rather, astute listening is the process of working through issues and separating the emotional from the logical while discovering more about the assumptions used to draw conclusions. Good listeners care less about being “right” than they do about building strong coalitions among their people.
Often people listen in order to validate their own replies. Few actually listen to understand another person’s perspective, and even fewer try to understand the person behind the perspective. Listening has become a -unilateral waiting game. We nod our heads to look attentive and interested, but inside we’re working up a clever reply. (“Finish up, so I can tell you what I think about it!”)

Sadly, most of us don’t bother to really understand the people we listen to. This is not just a trait of lawyers, but lawyers in particular should not settle for how “most people” communicate. Providing legal service demands that we strive to reach a much higher standard than “most people” in interpersonal communication. It is not by chance that we are called counselors-at-law.

People need to be understood. This need is second only to their need to survive. They need to participate in communication that affirms and validates them as people. Listening is perhaps the single most important aspect in client communication. No matter how much time it takes, it is worth every moment. Furthermore, it is said that it is only after we listen and listen well that we earn the right to be listened to.

It is through listening that you will begin to discover what your clients truly value. Only when you know what each client–individually–values can you hope to provide them with the type of excellent service that builds loyalty and praise.

Listen to the Clients You Already Have – Basic Law Firm Marketing

It is not the hundreds of potential clients that might one day become revenue opportunities that count. It’s your existing clients that are your greatest assets. Investing in them by listening to them will generate your greatest return.
The traditional 80/20 rule applies to most large firms: That is, 80 per-cent of a firm’s revenue comes from just 20 percent of its clients. So marketing well must begin with your existing clients. Listening to these clients, reassuring them and making sure that they are well-served at every level must be your first priorities.

Henry Dahut is an attorney and marketing strategist who works with some of the largest law firms in the world. He is the author of the best selling practice development book, “Marketing The Legal Mind” and offers consulting services in the area of strategic branding and law firm marketing. Henry is also the founder of the legal online help-portal GotTrouble.com – the award winning site that helps people through serious legal and financial trouble.