Leadership

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We’re continuing our series on soft skills that lawyers require in order to achieve success. We’ve looked at some suggestions for improving networking and presentation skills, and the next item in our series is raising the level of our business writing.

You may feel that this is something that you’re already pretty adept at, since you do a lot of writing – but my guess is that it’s primarily focused on legalese. And while you, and other lawyers, will understand this clearly, most of your clients and potential clients don’t want to be reading a lot of phrases like “inter alia” or highly technical writing. Even the lawyers among them will want you to get right to the point, and distill your writing into direct, actionable items that they can understand efficiently.

So how do you practice that?
Continue Reading 3 Tips to Raise the Level of Your Business Writing

We’ve been talking about the soft skills that young lawyers need to hone in order to become successful, and how these translate for more experienced lawyers. Another skill I reviewed for the ABA student law blog was that of presentations (and I think we can agree this is something that many of us can work on).

A quick note on this – for some, the idea of public speaking will make you want to run for the hills (and I totally sympathize). It’s entirely possible that you focus on other types of business development and professional activities in your legal career, and these are better suited for your personality. However, even if that’s the case, getting comfortable with public speaking can be an excellent talent to keep in your back pocket. It’s one of my least favorite things to do, as an introvert, but I’ve done it so frequently over the course of my career, that I’m now both comfortable speaking in front of an audience, and also speaking in other situations, like networking opportunities, on the spot in meetings, etc. So, it can really have wide-reaching benefits – I promise, it’s not that awful, even if it’s not your strong suit.
Continue Reading 4 Ways to Improve Your Presentation Skills

We’re already almost mid-way through September (can you believe it?) and this time of year can feel like a new beginning! Though January is typically the time for resolutions, September can also feel like a refresh as kids go back to school, and we jump back into the grind after our own summer holidays and a quieter period with our clients away for their holidays.

Bearing that in mind, it’s also a great time to refresh your goals and business development efforts. Yes, business development is an ongoing effort, but it doesn’t end simply because the calendar year is wrapping up.

There will likely be three groups of you reading this – those who started the year with business development plans and goals, who split them up throughout the year and made progress on them; those of you who had those plans, but who may have only made some inroads here and there; and those of you who had no plans or goals set at all. But no matter where you are, think of September as your do-over month, and the opportunity to plan for the remainder of the year. (Not sure about planning? Take a look at our recent guest post from Joanne Thorud for some help.)
Continue Reading Restart Your Business Development Efforts

If you’re a regular reader of Zen, you know that I’m a big fan of the Corporate Legal Operations Consortium (CLOC). They’re working to revolutionize the legal industry, and engage all facets of it to do so.

One of the ways that legal departments excel and law firms majorly lag behind is with tracking metrics. While the law is indeed a very specialized set of skills, it doesn’t mean that there aren’t ways to track the data that matters. We’ve heard a lot of calls from law departments over the last few years, demanding that their firms institute more tracking, and many firms are doing this to a greater or lesser degree. A huge part of legal operations is managing and understanding data, so that CLOs can identify areas of inefficiency as more pressure comes down from above. 
Continue Reading Metrics isn’t a Dirty Word – What you can Learn from CLOC

In our most recent post, we broke down the art of persuasion, and looked at the styles for change that you may be seeing within your firm. I should also add that there’s really a fourth style too, and that’s the belief that no change is necessary – I didn’t cover this in any depth, and won’t, because the group that believes no change is necessary is unlikely to change their minds any time soon, and it’s not worth the investment of your time to try to force them to. At some point, they’ll either retire, or self-select out, and you’ll be left with the remaining three categories, all of which you can successfully work with.

So what are some practical things you can do when implementing change? As you’re getting started, I heartily recommend doing some research for support – one of the books I read that gave me some great food for thought was Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization. I am naturally drawn to any book that helps me to identify ways to better engage my lawyers in the relationships that drive their business, so this was a perfect fit, and a smart read. There’s a lot to it, so I’ll encourage you to read the entire book and I won’t dive too deeply into it today, but there are two key principles I’d like to touch on for what will help bring about effective change in your firm.
Continue Reading Practical Steps for Motivating Change in Your Law Firm

Change can be intimidating.

Whether you find it exciting or not, even those of us who are the most adept at it can find it daunting and exhausting. In the legal industry, where change is historically slow, when it happens at all, it can be even more overwhelming. We’ve been talking an awful lot about it lately, and in light of what was revealed in the recent Altman Weil study, that there seems to be some “change fatigue” brought about by the challenges of shifting the thinking in your firm, it makes sense to start any discussion about change by talking about the people.

Mark Beese, President of Leadership for Lawyers LLC, recently shared some critical leadership skills, focusing on three styles for change, and how to persuade each of the groups that comprise these styles. His ideas help to set the stage for how each of us can help work within our own firms and organizations to help face the current trends head on.
Continue Reading Addressing Barriers to Change in Your Firm: People

Continuing our discussion about SmartLaw and the future of the legal industry, which hopefully we can all say with some degree of comfort is here NOW, let’s consider another major theme of HighQ’s recent eBook – the intersection of technology and people. This idea is one that we touched on during our last series on the future of law, and it will continue to be a hot topic. As we seem to be in the midst of an almost technological revolution, with exciting new advances happening daily, it can seem very real that maybe robots will replace lawyers.

But many of the contributing authors (and I would wholeheartedly agree with them) take an alternative view – while technology will become increasingly important in the practice of law, it will not replace lawyers. Nor will lawyers have to be programmers any time soon – though my decision to major in computer science is looking more and more fortuitous as time goes on. Will many jobs and roles change? Of course, but that was the case with the advent of the telephone and email, and as those technologies improved too. Telephone operators used to be essential in order to place a call, and now you have a device that you can hold in your hand with which to place a call directly – operators lost their jobs, but other jobs were created as well by expanding technologies.

If we’re embracing the idea that change is afoot, what does that really look like, per the authors in the eBook? What are our opportunities and challenges? 
Continue Reading Future Law Firms: The Perfect Marriage of Technology and People

We’ve been discussing the NEED for change a lot lately, and while many of us may understand the urgency, and have even begun undertaking some steps to effectuate change within our firms and organizations, others may be asking what it actually means to be a leader of change.

Fortunately, there are some great resources out there to help guide you through the process. One of these is John P. Kotter’s book, Leading Change, which I was challenged to read a few years ago as part of a leadership conference I participated in. While the book itself was a bit unpalatable – I felt that Kotter could have said more with less, and that his Harvard degree gave him too much license for arrogance – there are some solid suggestions for leading change that can get you started. Let’s distill the more salient points of the book here, and if you’d like to read it in full, I encourage you to pick up a copy of the book for further examples and depth. 
Continue Reading How to be a Change Leader in Your Law Firm

This is just a guess, but I suspect that most of us didn’t get into the legal industry because we love data, right?

If we loved data, we’d be elsewhere.

But…bad news. Data is one of those things that we have to start embracing as the industry changes in order to stay relevant. It sounds terrible and cumbersome, but truthfully, once you invest the time to put processes in place to collect and mine your data, the return you’ll get is huge. You’ll see where you can be more efficient, create more value for clients, and identify ways for the firm to be more profitable. More value AND more profit? Data doesn’t sound so bad after all, does it? 
Continue Reading Law Firm Leaders: Time to Address Data Poverty

Altman Weil recently released their “Law Firms in Transition” survey, which is now in its tenth year. The survey, which includes responses from half of US law firms with 50 or more lawyers, was initially developed as a response to the 2008 recession, to help firms understand how other firms were reacting to the marketplace and the challenges being presented. As its authors state, “We sought to provide clear, credible information that would facilitate law firm planning and operational decision making.” After a decade of change, the survey emphasizes three important concepts, which dovetail nicely with our recent discussions on the law firm of the future, and particularly the idea that the future is happening NOW. 
Continue Reading Law Firm Leaders: It’s Time to Act with Urgency