How would you assess your firm’s organizational coherence?

• Are major decisions made in a way that generates buy-in from those affected?
• Does your firm have a 1 to 3 year growth plan in place that the large majority of lawyers and staff actively support?
• Is workflow guided by careful review of needs or by default (e.g., “that’s just how we do it”)?
• Do you have a plan in place to handle the slowing down and succession of senior partners?
• Does the firm's governance structure promote clear roles and responsibilities, and uphold accountability throughout the organization?
• Is your firm free from cliques and factions among lawyers and staff members that hinder efficiency and cause tension in the office?
• Do your firm’s compensation and performance evaluation systems serve to improve its culture?
• Is your firm’s use of technology helping you to gain competitive advantage (both general IT and legal-sector specific)?
• Are business fundamentals such as financial analysis and marketing managed rigorously (as opposed to on an ad-hoc basis)?

If you answered “no” to any of these questions, your firm is not realizing its potential. If you answered “no” to three or more, the time might be right for you bring in an experienced and objective set of eyes to assess where you are and help you set an appropriate course of action. Contact Bill to discuss how SuccessTrack’s organizational consulting can improve your firm’s overall performance.

SuccessTrack ESQ Consulting helps you see the forest through the trees.
Whether you’re a sole owner, managing partner, or practice group leader, it’s almost impossible to be at the center of your organization and view it objectively. And, given that you’re practicing law full time, it’s equally challenging to stay on top of best practices in law firm management, governance, and strategic planning.

Too many law firm owners and law firm leaders believe that as long as they have great lawyers, everything else will take care of itself. Yet law firms, whether big or small, are complex organizations made up of human beings with widely varying backgrounds, personalities, values, and communications styles (just a few of the factors that influence any group’s culture). And, in turn, how well these individuals work together — particularly in times of change — is a barometer of how well the organization works as a whole.

From its leaders who establish the direction, to its receptionist who interacts with the public, the people in high-performing firms:

• Understand and are committed to the firm’s mission
• Communicate with each other effectively
• Are clear about how the work gets done in the best way
• Deal with differences of opinion constructively

The benefits of a high-performing organization — i.e., a law firm that operates as a well-run business — are readily apparent. Such organizations are more profitable and more enjoyable places to work. They’re far better equipped to take advantage of the changes occurring in the legal service sector. And, they inevitably attract and retain higher-quality clients.