LAW FIRMS

Leadership

Firm and practice group leadership and organization must be sources of cohesion in a law firm. Law firms have traditionally organized around geography and specialization. More recently, firms have begun to organize by market segment driven by a need for client focus, uniform practice standards and consistent service. Getting it right can have an enormous impact on the sustainability of the firm and its success. We provide support for the required planning and preparations by

	finding the right leader
	building consensus for change
	leading teams
	coaching new partners, group leaders, client leaders
	managing time for a leader

For further information addressing leadership challenges, contact Richard Stock at rstock@catalystlegal.com (416) 367-4447, ext. 1.

Articles on Leadership

"Looking Ahead to 2008 and Beyond: Unsure Economic Times"
Lexpert, January 2008

"Leadership in Law Firms: Nature or Nurturing?"
Lexpert, July/August 2007

Key attributes for leadership in law firms are the ability to communicate a vision, to relate well to others and to listen well. Four experienced lawyers offer their views on leadership in law firms. Showing vitality and health is an essential component of effective leadership. Most agree there is a real need for more formal training, but the barriers are finding enough time and finding programs that are custom-built for law firms. One key to success is to be very selective in the initiatives that warrant attention.

"2007 Resolutions for Law Firms"
Lexpert, January 2007

Four resolutions for 2007 are described. These include comprehensive programs for associate development focused on workflow and workloads, successful implementation of firm business goals at the group level, less reliance on paper-based systems because of the associated infrastructure costs for firms, and comprehensive programs to strip out staff costs by re-designing law firm support infrastructure. Law firms must now compete for high-end work and cost is becoming a big factor for institutional and corporate clients. Qualified firms with 20% less cost have a competitive advantage today.

"In Search of Leadership"
Lexpert, February 2005

The key to maintaining a competitive edge for a law firm is getting things done, often through other people. The article suggests that firms should invest more time and money in creating the "winning conditions" necessary to get partners to accept or stay on in key positions as Managing Partners and Practice leaders.

"Good Management is Hard to Get - and Keep"
Lexpert, June 2003

There is good evidence that investing in professional positions to deal with many non-billable professional matters pays dividends. The freed-up time can be spent on business development and on building up competencies. The article advocates practice groups even in small firms. It goes on to define non-traditional responsibilities for Managing Partners, supplemented by 4-5 measurable objectives.

"Are Managing Partners Obsolete?"
Lexpert, Toronto, ON. Volume 1, Issue 5, February 2000

The role of managing partner has evolved away from firm administration toward leadership and strategy. There are two important strategic considerations: knowledge management and a focus on learning.

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