A Coming-of-Age Story: The Individual Lawyer Individual Attorneys May Attract Clients
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Talent acquisition and retention may become the most important task of the managing partner.
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This holds specific challenges for firm managers. These professionals are responsible for strategic planning and must be aware of how this reality may alter firm dynamics. The Issue of Recruiting Clients have a far broader array of choices than ever before, and they are exercising these choices more readily than ever before. This reality will only serve to increase the level of competition among firms for creative and innovative lawyers. Two critical qualities can be found in lawyers who shine as individuals -- apart from their relationship with your firm.
The competition for individuals who show one or both of these particular qualities will be as fierce as the competition for clients. Increased lawyer mobility will drive firm managers to re-focus on the fact that the most effective strategy may be to laterally hire individual or small groups of lawyers. The continued deterrent to full mergers will be the fallout associated with the culture assimilation and acquisition of nonproducing lawyers. Leaders will have to take a more significant role in the recruiting and retention of the best possible talent. In fact, talent acquisition and retention may become the most important task of the managing partner. Many successful leaders will take on the appearance of constantly being on the "hustle" (requiring many to overcome the pejorative perception of this style or approach) to put and keep together the best people with the best available resources. The Issue of Competing "Brands" What happens when the power of the brand name shifts from the firm to the individual? How will firms accommodate the growing demand from lawyers to leverage their personal "brand" name, rather than relying solely on the firm's brand name? The balance of loyalty will change. The firm probably cannot be as loyal -- for as long -- as it is presently. Self-loyalty by lawyers will become more dominant. This may result in firms focusing strategy on building lawyers' individual brands, vs. firm wide brands. It is likely firms will go through some very tumultuous times before striking a proper balance between the firm's brand and that of the individual lawyer. Of course, an obvious question arises: How do you leverage a series of individual brands across a firm? Are you going to have a "stable" of brands, with brand managers, like Proctor & Gamble or Anheuser-Busch? The higher the talent levels of the individual lawyers in the firm, the higher the corresponding needs will be for them to have opportunities to self-promote. This increased self promotion will only serve to increase the pace at which lawyers work, resulting in increased stress in their personal lives (and professional lives), if for no other reason than the time required to meet the exhausting task of continuously selling themselves. The Solution - Balance How do you, as a firm manager, achieve balance? Focusing too much on individual "brand" leaders may lessen your ability to attract and retain those professionals who are passionate about the practice of law and less driven by the money. This may put your firm in a weaker position when the focus shifts back, and it will shift at some point in the future. It is vitally important to reaffirm to those lawyers in your firm who are perhaps more balanced in both their drive for money and passion for the practice of law that their contribution is still valued in the face of compensation becoming more closely aligned to productivity. Here are some suggestions for achieving balance:
In the end, the key issues arising from the age of the individual lawyer will only be successfully addressed through: |