Curing FTI Disease

Author: Richard G. Stock, CBA National magazine, Vol. 12, No. 6 (October 2003)

I have to thank a seasoned partner in a Vancouver firm for introducing me to the proper term for this common affliction. FTI stands for "failure to implement," a syndrome that affects everything from New Year’s resolutions, to career opportunities to travel planning, not to mention companies with strategic business plans.

Like lawyers, management consultants also give advice to their clients. But our follow-up calls invariably reveal that the advice and the related plans are often late or only partially implemented. FTI disease has many causes, but much can be done to avoid or at least minimize the risk of exposure.

Most law firms are accommodating places for lawyers – especially partners with individualistic styles and work habits. For the most part, accountability of partners to others in the firm for non-billable activity is unusual – especially accountability to group and department leaders. The notable exceptions can be found in older, larger law firms in which best practices have been institutionalized.

The odds of contracting FTI disease increase when firm goals, practice group plans and individual performance are either not in place, not documented, or not aligned with each other. Whether you're in a large firm, on your own or somewhere in between, plans and objectives stand a far better chance of succeeding if you break down the list of "who will do what by when" into 90-day slices.

Most firms prize harmony, minimal risk and individual freedom over structures that aim for planned results, team work and reduced administrative latitude. But the better law firms are investing in formal training programs for those lawyers who must lead and manage groups of lawyers. Such firms have higher morale, greater security and better results on all indicators.

Some law firms have action plans, with measurable initiatives that will give them a competitive advantage in four dimensions: better clients with better work, smarter and more satisfied talent, better business and practice support processes, and improved profits. It takes skilled professional management to deal with individuals whose focus is more on themselves than on what's best for the clients and the firm.

At least 20 law firms disappear from the Canadian landscape each year; the wear and tear is distressing but it's also avoidable. Law firm and group leaders work hard to avoid these pitfalls, but too few have enough training and the acceptance of their peers to tolerate the rejection for very long. Typically, time with clients is far more interesting and financially rewarding for professionals than time spent with one’s partnership. The opportunities for creativity and short-term success appear to be greater.

There is a final reason which helps to explain why even the most gifted professional will be infected with FTI disease. There is simply not enough time invested within a limited duration to bring closure to many initiatives. Billable hours and day-to-day crises take precedence.

Practice group leaders and managing partners would do well to take a page from their corporate and government colleagues. Set fewer measurable objectives—perhaps only five or six—and ensure they are achievable within 90 days, even if they are part of a long-term goal. There is simply too much time spent in non-productive meetings, and not enough hours spent each day and each week attending to important priorities.

Beware. Even the warning signs and advice contained in this column are susceptible to FTI disease.