Leadership in Law Firms: Nature or Nurturing?

Author: Lori Brazier - Lexpert (July / August 2007)

Most lawyers receive little or no training in the business of legal services. Formal leadership/management training is still in its early stages in law firms.

Can good leaders be nurtured or developed, or are certain individuals “born to lead”? This question was explored with four individuals in leadership roles. Eric Kay of the Toronto firm of Aylesworth LLP has been a managing partner for a few years. Lisa Borsook at Weir Foulds in Toronto took the helm as managing partner earlier this year. John Morris heads up the Health Law group for Borden Ladner Gervais LLP. Scott Joliffe is national managing partner at Gowling Lafleur Henderson LLP.

Trade literature suggests that good leaders need to have a certain number of personality traits that are “nature,” but that training and development (“nurturing”) can help them to be successful in the role. Scott Joliffe wholeheartedly agrees. Those with the requisite traits can build on their inherent abilities and become better leaders.

“Leadership is not for the alpha male or female,” Joliffe asserts. Individuals with a large ego and/or the need to dominate will be ineffective, because the essence of leadership is to inspire others to shine, and to guide everyone toward collective rather than individual goals. Borsook, Kay and Morris all agree. Other key attributes cited include the ability to communicate and reinforce a vision, to relate well to others and to listen. As well, “an ability to describe the benefits for each individual is needed,” says Kay. “Everyone needs to know what is in it for them.”

“Continuous encouragement is important,” adds Morris. “Change can be tough. Sometimes the result feels anti-climactic. You have to keep reinforcing the vision, and communicating how what everyone does feeds into that vision.”

Borsook believes that an effective leader portrays an image of vitality and health. “You cannot inspire others unless you are and look energetic,” she asserts. She is dedicated to health and fitness, and doesn’t hesitate to pamper herself regularly to ensure that she feels and looks energized.

Law firms are just beginning to invest in leadership training. Joliffe thinks this is because the need for effective leaders is more important now than in the past. “The business of law has evolved from individual to team practices. New skills are required.”

There is still some skepticism about formal training. Kay, Borsook and Morris have all found self-study more useful. Getting together with their peers in competing firms has not been productive. Competitors are reluctant to engage in frank discussion. Moreover, “there is a tendency toward self-congratulation,” says Borsook. “Talking to my counterparts in firms in Lawyers Associated Worldwide [a network of firms around the world of which Aylesworth is a member] has been more useful,” notes Kay, “because we are not competing.”

John Morris agrees there is a need for more formal training. He perceives two barriers. Firstly, many lawyers believe they are too busy to find the time. Secondly, the programs currently available on the market do not speak to the realities of the law firm business model, or are too basic or too broad in scope. “One size fits all” doesn’t work. Hence, Gowlings chose to make the investment in a tailor-made program that includes a focus on the issues the firm’s leaders will face, the types of behaviours the leader will encounter and the behaviours he or she will want to encourage, how to tackle sticky interpersonal issues, and how to have “difficult conversations.” He notes that “many lawyers, especially the men, have trouble talking about difficult issues.” The firm wants them to learn to do so in a positive, results-oriented way.

Morris believes that leadership training will gain momentum. “It is a question of the evolution of the practice, and the imperatives we face,” he opines.

Firms will also arrange for one-on-one coaching, but do not publicize that fact. Some lawyers still perceive the need for a coach as a sign of weakness, rather than as a means to achieve a higher level of performance. Moreover, “a good coach pushes you hard,” comments Kay, and “takes you out of your comfort zone.” Not everyone is ready for that.

The bottom line? Leaders must be chosen carefully. A supportive environment is also needed – in both professional and personal life. “The firm must recognize, encourage and reward leadership ability,” says Morris.

Borsook believes that a good support system outside the office is also crucial. “It is not possible to inspire others if you face turmoil in your personal life, because you won’t have the energy to motivate.”

The investment in leadership development is not a luxury. The most effective programs are carefully tailored for a very specific audience.

Last but certainly not least, an effective leader needs a vision that he or she can advocate with sincerity and passion. Morris emphasizes that leadership begins with and centers around a vision. Vision is linked to strategy. “Managing partners are faced with a lot of choices,” notes Borsook. A key component of her role is to sift through the various possibilities and decide on the initiatives that will serve to sustain and grow the firm. She seeks to link new initiatives or change to “what already works well for the firm” and its overall objectives. A clear vision of what the firm is or aims to be is essential. The leader then drives the strategy built on that vision.