Strategy or opportunity?

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I recently read a sentence (in a non-public email, so I won’t cite the source) suggesting that most lawyers and law firms are opportunists, not strategists.  That brought me to a dead stop.  Lawyers are trained (and generally self-selected as well) to think logically and analytically, and most lawyers put a high stock on strategic thinking.  In our own businesses and lives, though, does strategy get more play than opportunity?  Should it?

My first stop in thinking about this topic was to visit a dictionary, where I was reminded that (at least according to the American Heritage Dictionary), opportunistic means “[t]aking immediate advantage, often unethically, of any circumstance of possible benefit.”  Other definitions of related terms (opportunist, opportunism) had the same taint of shady dealing.  I don’t know whether that connotation was intended by the author of the original assertion; for the purposes of this discussion I’ll assume not and will interpret the comment to suggest that lawyers and law firm rely on favorable circumstances that present themselves more than strategy.

In January, I spoke on a panel at Duke Law School’s Leadership Symposium.  Our topic revolved around leadership development, but each panelist commented on the opportunities that presented themselves along our career paths and suggested that the ability to recognize and grab opportunities led us to where we are now.  That’s opportunism (again, without an unethical bent), though with a strategic underlay: “Chance favors the prepared mind,” as Louis Pasteur lectured.

I recently talked with a coaching client about her plan to attend a particular bar meeting.  Although she isn’t actively looking for a new position, she’s sensing that she doesn’t want to stay with her current firm in the longterm, so she’s seeking alternatives.  When I asked what her intentions are for the meeting, she said she hoped to meet someone who might be a good future contact.  Again, that’s sort of a blend between strategic and opportunistic; strategic in putting herself in the right place to meet potentially helpful contacts, but relying on opportunity as it emerges in who those contacts might be and how the meeting might unfold.  And interestingly, I’ve observed that although it’s helpful to identify particular people to meet, it’s often even better to identify characteristics of people to meet and to see who presents themselves.

Another client was in the process of mapping out her career plan.  We defined her goals, identified what she wanted her life to look like both professionally and in work/life integration, and planned the next steps that would prepare her for her goals.  And then a recruiter called, describing a position that was entirely outside her plans, but 100% compatible with her goals.  She applied, landed the job, and is completely satisfied even though she’s doing something completely different from what she’d expected.  If she hadn’t done the underlying work, she very well might not have recognized this terrific opportunity for what it was.

I occasionally receive calls from lawyers who are curious about coaching but don’t have any particular goals.  These lawyers want “a good career” without putting many limits on what that might mean, and I sometimes have a vision of them as sticks floating down a river, carried on a current that would exist with or without them.  Some lawyers do drift through their careers, moving reactively but not often proactively.  Happily (and, I suspect, not coincidentally) those who take a more strategic approach to their career are much more likely to find satisfaction and success.

It’s true as well for business development.  Any lawyer can stumble into an opportunity — being at the right place at the right time and having the right conversation with the right person.  Such flukes don’t occur often, though, and they certainly don’t form the basis for a full client roster.  Instead, a rainmaker must learn how to create favorable circumstances (another way of saying opportunities) that are likely to lead to new work.

What I notice over and over is a blend of strategy and grabbing opportunity.  The strategy is the foundation that allows appreciation of the opportunity.  I don’t doubt that some lawyer rely more or less solely on opportunity; I also don’t doubt that those lawyers as a whole experience less success and lower satisfaction than lawyers who have some strategic underpinning for their actions.

Take a look at your own career plan, your business development goals, your work/life integration.  How much of what you do is grounded in strategy?  If your answer is not much, try an experiment and set some intentions for your work (perhaps to acquire a new professional skill) or your professional branding (perhaps a new approach to serving your clients or a new way to approach potential clients) and see what happens with a month or a quarter.�

New issue of The Complete Lawyer: Dealing with the jerk at work

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“There have always been, and inevitably will be, a certain number of bullies, braggarts, brutes and bigots who manage to insinuate themselves into any assemblage of humans, the legal profession not excluded. In the past, these misfits have been dealt with by peer pressure and sanctions; however, as the rude, degrading behaviors creep ever closer to becoming a norm, there is cause to ring the warning bell.”

— Bruce Campbell, Counsel Columbus, Ohio, Bar Association

The latest issue of The Complete Lawyer has been released, with a focus on “No Jerks Allowed!”  The quote above (lifted from this issue) illuminates the theme: too many law firms and legal departments include at least one jerk, and we (as individuals and as a profession) must find a way to deal with those jerks.  I’m delighted to have an article included in this issue (more about it below), and I find myself in august company.

Here are some of the featured articles:


Robert Sutton, author of The No Asshole Rule (recognized as one of the best business books of 2007 and a must-read for lawyers) and the terrific Work Matters blog, writes on Power Breeds Nastiness.  Remember the observation, “Power tends to corrupt; absolute power corrupts absolutely,” made by Lord Acton in the late 1800s?  There’s merit to it, and Bob’s article (edited and updated from his book) explains more.

Victoria Pynchon, author of the fabulous Settle It Now Negotiation Blog, provides a breathtakingly transparent article titled Why Lawyers Are Unhappy… And Make Others Unhappy, Too.  It’s about why and how nice people (especially litigators) can become jerks, and how to identify a path out of the unhappiness that underlies nasty behavior.  This is a personal article, and I so respect the honesty in it as well as the insight that points to the way out.

Gary Namie, co-author of The Bully At Work explains how to Create a Blueprint for a “Bullying-Free” Workplace.  This article draws the distinction between jerks who perpetuate incivility and bullies who “maliciously destroy people and organizations” and lays out a 4-step plan to correct and prevent bullying at work.

“Recovering defense attorney” Allison West promises, Yes, There Are Ways To Reform Workplace Jerks through sensitivity training that’s designed to “give jerks direct feedback about their conduct, highlight the impact of their behavior on the workplace and provide tools to fix the problematic attitude and behavior. After that, it is all up to the jerk.”

Garry Mathiason and Olga Savage of Littler Mendelson help to establish some bright lines about behavior in Defining And Legislating Bullying.  The article begins with a vignette of a rainmaker who defended the harsh comments made to two associates: “I sometimes raise my voice,” the rainmaker says. “If the associates can’t handle that, how will they ever hope to hold their own in litigation?” Mathiason and Savage’s articles helps to clarify the continuum between acceptable behavior, abrasive behavior, and bullying and to propose some solutions when the behavior falls on the wrong end of that spectrum.

My article is titled How To Spot And Deal With Jerks: Learn when and how to confront, disengage, and manage the jerks in your life.  One aspect of coaching for lawyers involves workplace communications, including deadling with the jerks in practice.  Many of my clients have encountered these jerks (as have I), and I’ve recounted a few of the more flagrant stories — all true, though edited to protect confidentiality.

The crux of the article is this:

Know What Kind Of Jerk You’re Dealing With And Choose The Best Strategy In Response

The first step is to notice when someone’s behavior leaves you feeling bad and then to identify the kind of jerk you’re facing.

The practice of law is often stressful, and even perfectly nice people may, on occasion, be rude under stress. Generally, though, nice people are aware of their bad behavior and apologize at least indirectly. These people may be situational jerks whose behavior unintentionally causes discomfort and pain. Dealing with such thoughtlessness is often relatively simple because situational jerks typically don’t mean to be jerks and may not realize the harmful effects of their actions.

Habitual jerks are more damaging. These people commonly yell, use sarcasm or mean-spirited teasing, engage in personal insults, or otherwise act in a demeaning or disparaging manner. Habitual jerks may strike out at any time. They don’t apologize, and they don’t notice or acknowledge the pain they inflict because they simply don’t care. Dealing with habitual jerks is difficult. Because of the habitual jerk’s disregard for others, the victim has fewer resources to call on to try to end the damaging behavior.

One of the following two options usually works best when dealing with a jerk:  confrontation or disengagement. Regardless of the response you select, you must manage the stress that results from the jerk’s nastiness.

This issue of The Complete Lawyer also includes articles on business development and marketing, career management and planning, and work/life integration.  It’s great reading.

You do it for your clients… Do you do it for yourself?

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During my first conversation with a new client, we were talking about the goals she’d like to set.  She said she’d like to make partner at her firm, and I asked what she needed to do to reach that goal.  She answered that good work and maybe bringing in a few clients would get her there.  We drilled a bit further down on that question, and then I asked how she planned to bring in the “few clients” she thought she’d need.

“Well…” she cleared her throat.  “I thought I’d do some networking, you know, and maybe speak at a CLE, and I’ve thought about writing some articles.”  I asked a few more questions and discovered that she had a vague plan, but only a vague plan, of what steps she’d need to take to build the practice and presence she’d need to be considered as a viable candidate for partner.  “I won’t even be considered for 4 years,” she concluded.  “It’ll get clearer as I go.”

Every single lawyer I know begins a representation by clarifying what the client wants.  If it’s a litigation matter, sometimes it’s to win at all costs, sometimes it’s to preserve a business relationship, sometimes it’s to protect one asset or position even at the expense of another.  The client’s ultimate goal drives the strategy for the case.

And yet, I see so many lawyers who don’t pause to develop a career strategy.  The need to work hard and master the skills of practice is obvious, but knowing what skills should be acquired and how to go about acquiring them requires more study and strategy.  Without an end in mind and a somewhat carefully planned approach to that end, it’s easy to get off track.  Just like it’s possible to blow a client’s legal budget winning a point that the client didn’t really want or need to win, it’s possible to spend a great deal of time and energy reaching a goal that doesn’t lead to the ultimate goal.

We’re 2 days into a new year.  What steps do you need to take this year so that you’re advancing toward your ultimate goal?  And please note: despite the time of year, I’m not talking about making resolutions.  I’m talking about setting SMART (specific, measurable, achievable, realistic, time-based) goals along with a strategy for reaching them.

What are your SMART goals?  What’s your 1-year, 5-year, and 10-year game plan?  You wouldn’t represent a client without a clear definition of the win and a roadmap to get there, so why do anything less for yourself?

And the client who wanted to make partner?  It’s now a year from our initial conversation.  Last year, she created a strategic plan to get her practice known (by publishing an article and speaking at a CLE program) and a plan to begin client development activities, including identifying and becoming involved in an industry group related to her practice.  Her theme for this year is building her internal profile, and she’s just been named to a significant firmwide committee.  She’s now in year 2 of her 4-year “path to partnership” plan.  Nothing is guaranteed, of course, but whether she makes partner or chooses to move to another firm, her strategic planning will serve her well.

 

Discovering my inner “hot worm”.. And changes for 2008

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Perhaps you’ve heard this: “Do what you love, and you’ll never work a day in your life!”  I’ve seen that quote, or similar ones, attributed to everyone from Confucius to Harvay MacKay.  Now, here’s my corollary:  even so, you will nevertheless sometimes need to adjust priorities, to take time off, and to shift what you do.

On occasion I’ll read something that will really stick with me and change the way I think about things.  Stephanie West Allen’s December 2006 “hot worms” blog post is one of those.  In that post and other related posts, she discusses the danger in prescribing a “one size fits all” work/life balance, especially for those “hot worms” who love what they do and choose to work more hours than “experts” consider advisable.  As I’ve written over and over, I’m uncomfortable with the idea of “work/life balance” because it implies that there is a single balance that everyone should attain, and that’s clearly wrong to me.  So, I took Stephanie’s post as more evidence that each person must find his or her own balance or, to use Cali Yost’s term, work+life fit.

I enjoyed practicing law, but I was admittedly not a “hot worm” lawyer.  Some of my clients are, though, and coaching them on work/life integration is interesting because it’s hard to reduce hours or attention to something that’s thoroughly enjoyable and nourishing.  The focus of the coaching is on finding what works best for the individual, and sometimes cutting back on work is necessary (though difficult) to achieve other goals.  The process is challenging and rewarding, and my clients generally end up with a lifestyle that pleases them deeply.  As I coached these clients, I came to discover something about myself.

I’m a “hot worm” coach.

Perhaps that’s why I work so well with lawyers who are passionate about and devoted to their practices.

You see, I often wake up thinking about an article or a resource or an approach to use with a client.  I read constantly, and until last week, I’m not sure when I last read fiction or non-fiction that isn’t related to law or business.  I couldn’t sleep one night while I was out of town and I got sucked into watching Legally Blonde, not because it’s a good movie (in my opinion, it isn’t!) but because I was mentally drafting a blog post that would discuss Reese Witherspoon’s character and what lesson she might illustrate.  When I catch up with friends, I tend to talk about my business and the ideas I’m reading or hearing or creating — to the point that a friend recently asked if my husband and I had divorced because I hadn’t mentioned him!  (Sorry about that, honey.)  I’m not unduly frazzled or bedraggled; I just love what I do and choose to do a lot of it!  I am doing what I truly love, and it doesn’t feel like work.

And yet…

I get run down when I don’t sleep enough.  I get stiff when I sit all day.  Although I enjoy the work I do, I miss seeing friends.  And I know that I sometimes come up with more and better ideas when I’m working  physically (gardening, walking, whatever gets my body going and lets my brain wander) than I do when I’m sitting at my desk and intending to think.

These are signs that it’s time for a change.

I started this blog in January 2006 and began writing regularly in March of that year.  This is post #365.  Although I never announced it, I’ve aimed to post three times a week, and I recently expanded to include a fourth weekly post.  Since I started the blog, though, things have changed in my business.  I have more clients (as well as some openings), I’m writing more articles for formal publication, I’m doing more speaking, and I’m doing more face-to-face networking.  I’m also traveling dramatically more.

It’s time for a shift.

Change #1…  I plan to post twice weekly going forward, though I may include additional “shorts” posts that will offer links and brief news items, trends, or ideas.

Change #2…  On January 15, I will be launching a new email newsletter, titled Leadership Matters for Lawyers.  Each issue will include a feature article on leadership development, a relevant book review, summaries of recent posts on the Life at the Bar blog, and information about upcoming programs and presentations.  Leadership is an important topic for every lawyer, whether it’s self-leadership, leading within a bar or civic organization, being a thought-leader in your practice area, or serving as a leader of a team, a practice group, an office, or a firm.  Leadership Matters for Lawyers will reveal insights, research, and resources that will help you to create and benefit from leadership opportunities for yourself and your practice.

 

Thank you for your input — and happy new year!

Discovering “fit” between square pegs and round holes

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I often request new clients complete the DISC assessment, both to give the client a sense of his or her natural tendencies and how much he or she feels the need to adapt to the current work environment and also to give me the background for communicating by using the client’s language.  As I outlined in a post earlier this fall, the DISC is also particularly valuable to clients who are seeking to enhance their business development skills, those who are experiencing some sort of personal conflict with a team member, and those who want to improve their relationships with clients, colleagues, and staff.  The profile requires an investment of just 15 minutes to complete the assessment and less than an hour for a thorough debriefing, and it pays off on that investment for years.

Interestingly, I’ve recently debriefed the DISC with a handful of clients who, after learning about their natural tendencies, feel that they’re unsuited for law firm life.  (And such a reaction is one reason why I always provide an oral debrief of the DISC, even though each client receives a detailed written report as soon as the assessment is completed.)  The reasons for these feelings varies; some feel they aren’t “dominant” enough, some feel that their preference for a slow and steady pace at work conflicts with the realities of practice, and some feel that they’re too “people oriented” to do well in a setting that requires a lot of solo reading, analyzing, and writing.  After discussion, though, each client has discovered a different interpretation.

You probably glanced at the photo I selected for this post.  Go back and look at it.  Really.

You’ll notice that the proverbial square peg has been altered to fit into the round hole — and that the alteration wasn’t easy, that it permanently changed the square peg, and that (by virtue of the hammer lying nearby) the process probably wasn’t all that easy.  But you’ll also notice that the square peg is still square above the hole.  And the percentage of peg above the hole appears to be more than that in or below the hole; in other words, although part of the peg was changed irreparably, most of it remains in its native state.

When I work with clients who feel like a square peg trying to fit into a round hole, this imagery comes to mind in two respects.  The first is: ok, you can make yourself fit by smoothing down some corners, shaving off bits and pieces, and adapting until you conform to the mold.  That’s what some clients choose.  And frankly, those clients usually choose not to work with me, because that process isn’t one that I wholeheartedly embrace and a client who’s decided to take that route usually requires the assistance of someone who agrees that the proper approach is to pound away at the “offending corners” until they’re gone.  Fair choice, but not mine.

The second approach is a quite different.  It calls for examining the discrepancy between the mold and the client, deciding whether it really exists or whether it exists only in the client’s perception, and then determining whether the client must change, whether the mold can stretch, or whether the client can change and the mold can stretch.  For instance, if a client is a nonconformist who enjoys marching to the beat of her own drummer — not always a popular path in law firms — we might examine whether her beat can coincide with her firm’s culture and goals (perhaps even putting her into some type of leadership role since her beat might inspire others to dance along) or whether she’d prefer to create her own rhythm elsewhere.

Few easy answers exist in this area.  However, I’ve found that lawyers who enjoy significant aspects of practicing law are generally able to find ways to adapt themselves and/or their circumstances so they can get more of what they enjoy and lead from their strengths, even when those strengths may not be the first that come to mind when envisioning law firm culture.

If you feel like a square peg, ask yourself questions along these lines:

*  What are the areas of disconnect?
*  What value is in those areas?
*  Do I want to create change, in myself or in my environment?
*  What can I do to develop a fit?  What support do I need?
*  How can I use my strengths in a way that serves me and my environment?

Sometimes the answer is to leave the “round hole culture.”  And sometimes the answer is that the gap isn’t as broad as it may appear to be, that relatively small adaptations create a more multifaceted and thus stronger set of skills, and that the fit may be imperfect but nonetheless good.  That’s the secret that happy lawyers often discover.

The knowing/doing gap

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I’ve been leveled by the flu this week.  Whether it’s due to the resulting brain fog or a flash of insight (and if so, a flash probably triggered by David Maister’s Strategy and the Fat Smoker, which is still buzzing around in my head), I have been struck over and over by a single theme while reading up on recent law-related news: the huge gap that exists between knowing and doing.  Just to select one example:

If you’ve ever considered hanging out a shingle, be sure to read A Conspiracy of One in this month’s ABA Journal.  It’s the story of Michael Grossman, a former Cook County public defender who opened his own office in September 2007.  It’s interesting to read about Grossman’s decision to start his own practice, and the article does a nice job of illustrating the challenges and benefits.  And happily, as the update indicates, Grossman’s practice is growing and he’s pleased with his choices.

Where I saw the knowing/doing gap is in an accompanying article titled Pencil to Paper Prosperity, which sets out David Freeman’s five elements of a successful client development system.  The five elements?

1.  Identify your target market.
2.  Reach your target market in the right way.
3.  [Have a] contact management method.
4.  Set goals.
5.  Create a system or accountability.

These are excellent steps in a business development plan.  They’re critical steps.  And I hope they aren’t news to anyone who’s contemplated bringing in new business.  Really, although some aspects of each step may bring new information, the steps themselves are something that we all know to do.  And yet, a great many lawyers don’t actually do these things in a regular, systematized way.  It’s a knowing/doing gap.  Bridge that gap, and you’ll likely develop more business.

Bridging that gap requires making a commitment, which in turn often calls for devising a system for accountability.  The huge numbers of demands on most lawyers’ time means that without some accountability, the least urgent tasks are likely to get left behind — and while there’s work yet to be performed, business development tasks may well be viewed an non-urgent.  It’s important, then, to create a system that raises the urgency level, whether that’s maintaining a calendar and task list that includes the steps to which you’ve committed or whether it’s having a buddy, group, mentor, or coach with whom you check in periodically to provide updates, to troubleshoot, and to lay plans going forward.

If you’re interested in learning more about this gap, do read The Knowing-Doing Gap by Jeffrey Pfeffer and Bob Sutton.  Although it explores the gap that exists in large organizations and how some organizations bridge it (think GE, Toyota, and the like), there’s useful information that is applicable by analogy.

Where is your knowing/doing gap?  Is it around business development, skills enhancement, a necessary but not pressing career change, implementing time management strategies, or the way you balance your professional and personal responsibilities?  Take a step today.

Law and the tightening economy

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This week’s article AmLaw 200 Managing Partners Issue Fog Advisory for 2008 provides a clear snapshot of some of the challenges facing law firms and lawyers these days.  According to the article, a “substantial number” of managing partners (25% of those polled) are “uncertain” about their firms’ prospects in 2008, largely due to the slowing transactional market and a drop-off in new litigation.  A secondary factor cited by one blunt firm leader is the perception that firms have stretched their resources to their limits: “We can’t beat the donkeys any harder.”  Nevertheless, 92% of leaders surveyed responded that they expect their firms’ profits per partner to rise next year.  These leaders are tightening the reigns on their donkeys in several ways, according to the article:

*  Making (unspecified) structural changes.

*  80% expect to hire fewer partner-track associates or to bring in a higher
percentage of contract and staff lawyers over the next 10 years.

*  2/3 plan to shift the partnership balance at their firms even farther away from
equity partnerships, either by de-equitizing current partners or by building up
the ratio of nonequity partners among future hires.

*  61% expect to experiment with alternative billing arrangements.  However,
other interviews suggest that these experiments are almost destined to fail.

*  99% plan to raise billing rates, with almost 2/3 planning to do so by more than 5%.

Brian Ritchey, the new primary voice of More Partner Income has an interesting post today that examines the strategies law firms use to increase profits.  The top strategies identified (based on a survey of midsized firms conducted by the Remsen Group) are (1) increasing fees and (2) increasing marketing and business development.  Cost cutting and improved efficiency are the next most effective steps, with only 7% citing an increase in billable hour requirements.  After examining the results in more depth, Ritchey provides his summary of steps likely to produce more profit:

• Better efficiency in workflow – lower the days to bill and days to collect fees;
• Discontinue “lock-step” compensation increases to the extent your firm uses this to compete;
• Adopt and adhere to a written, achievable strategic plan;
• Measure your key performance metrics:
o Effective rate upon collection of fees;
o Realization both at billing and collection;
o Productivity (billable hours or equivalent);
o Operating Margin;
o Leverage – either by headcount or billable hours;
• Market to your strengths – don’t be afraid to ask for business.

While there’s a lot to be said about the uncertain economic forecast and the likely belt-tightening underway, in a sense, it isn’t new at all.  I see two key questions: what can you, the individual lawyer (whether associate or partner) do to secure your place at the table, and what can firms do.  One area of overlap is in business development efforts, and that’s where both individuals and firms should be focusing now.  (Again, this isn’t news… Just affirmation of what’s been clear for quite a while now.)  If you’re hoping to maintain and grow your role within your firm, bringing in new business or cross-selling the current clients is the best opportunity.  And I’d also suggest that firms would be wise to shift some of their associates perks from luxurious indulgences to training and support designed to help their associates (and partners) achieve business results that will profit both the firm and the individual lawyers.

And how about for the associates who may be feeling like the real donkeys in this picture — fungible billing units, probably being asked to bill more with even less promise of achieving equity partnership, at least in large firms?  Business development is the key to increasing the chances of hitting equity.  And I continue to suspect that bright lawyers working as solos or in small firms have an unprecedented opportunity to woo clients from large firms, as discussed here and here.

How do others see you?

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One aspect of coaching that oftens initially surprises my clients is that I offer feedback that shows them something they hadn’t previously appreciated, something that reveals another factor or aspect of a situation and perhaps changes my client’s view of things.

For instance, I was working with one client (let’s call her Barb) who was hoping to make partner and entered coaching to strengthen her performance so she’ll be a strong candidate.  She’d picked up on some comments that made her question whether she was viewed as partner material.  I found Barb to be intelligent, personable, and funny.  I also noticed that when I’d ask her a question about her work, she downplayed the role she played.  It puzzled me, because I could tell from the kind of work she was describing that she was a heavy lifter on the cases, but to hear her tell she was simply supporting work done by others.  One day, Barb said that a particular concern she held about making partner was that it didn’t seem like anyone regarded her work as being important or notable.  She explained the evidence for her feeling, and then I asked her permission to share an assessment.

I told her that when she described her own work, she minimized and understated her contribution.  To hear her tell the story, she contributed little more than hours — and certainly nothing critical in terms of strategy or deep analysis.  But when I asked specifically and pressed, she’d tell me about tasks she’d done and decisions she’d made that were quite high-level.  My assessment was that because she was so careful not to overstate her contribution — and perhaps so uncomfortable being in the spotlight — she didn’t give a fair opportunity for someone to understand the kind and level of work that she was doing.

We devised a plan for Barb to share more about her work, and she discovered that when she changed her style and became more open about what she was doing, people began to appreciate the scope of her work and to understand what she was capable of doing.  She got more and better work, and she felt that others’ perception of her was more accurate.

Feedback can be incredibly useful, whether it’s helping to illuminate a blind spot on communication style, professional skills, or strategy.  Corporations often use 360-degree profiles, in which subordinates, colleagues, and supervisors provide feedback to a third party about the person being reviewed, and the third party then conveys the anonymous and summarized feedback to the subject of the profile.  Such candid feedback can be helpful in highlighting strengths or in pointing out shortcomings in a clear and matter-of-fact manner, and both functions can help with development.  In fact, I’ve read several books on leadership over the past few weeks, and every one of them recommended undergoing a 360-degree profile process as a critical, foundational step for leadership development.

Law firms have historically declined to use these tools, though there’s some indication that the trend is changing.  Nevertheless, it’s worthwhile to get objective feedback where possible (if, for instance, you’re working with a coach or a mentor) and important to become skilled in learning to see oneself through the eyes of others.  Particularly when something seems to be askew, it’s a great exercise to step back and ask… How do others see you?

What’s the most important step you can take?

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Only 34 days remain in 2007, including weekends and holidays.  Before we know it, the books will close and another year will have passed.  What’s the most important step you can take today to ensure that you’re well-positioned as you move into 2008?

  • Business development: Perhaps you could set aside a couple of hours to evaluate your business development plan for 2007 and to lay out your strategy for next year.  Or you could make some appointments to take important contacts to lunch, for coffee, or whatever is appropriate.  If you’ve noticed that there’s something in your way concerning client development, invest some time now determining what you need to do to be more productive.  At a minimum, set aside a few minutes every day to take some marketing action.
  • Time management: How are your hours?  If they’re low, what do you need to do to get appropriate work?  (Perhaps see the business development ideas!)  Are you billing for the time you’re actually working, and are you using that time well?  Do you need to update your methods for filing, time tracking, or scheduling?  Perhaps it’s time to check in with your assistant and see what ideas he or she has for using time more effectively.
  • Professional development:  This is often a great time of year to pick up CLE.  Or check out some of the new publications in your area of practice or on practice management.  But first, check your progress on the development plans you set for this year.  What can you do to close out this year with a success?
  • Career:  If you’ve been considering a move, this is a good time to put out feelers and position yourself.  You may not have an opportunity to interview until the new year, but putting yourself “on the market” now will be beneficial.  If you’re mid-search, you may find this a busy period as employers try to wrap up hiring decisions before the close of the year.If you’re planning to stay in your current position, what can you do to improve your performance?  How successful have you been this year, and what changes would be helpful as you move forward?  The holiday season is also an opportunity to show your gratitude to support staff and colleagues who have made your professional life work well and perhaps brightened your days: don’t miss your chance.
  • Work/life integration: Are you happy with the amount of time and energy you’re putting into your personal life?  Do you need to rearrange your schedule, get some help on the home front, or turn off your BlackBerry while you talk with your spouse/partner/child?  Are you putting in time on the activities that will increase your energy, such as exercise and getting sufficient sleep?
  • Other:  If there’s an area that needs attention, you know what it is.  Spend some time putting it right, whatever that may mean.

Taking these steps will help you to realize or exceed the goals you’ve set for 2007 and carry you forward into 2008 with momentum.  Choose the most important action in the most important area and do it this week.

Change your mind, change your practice(s).

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We cannot solve problems with the same level of consciousness that created them.
— Albert Einstein

This is one of my favorite quotes.  It is, at least for me, a truism that I must change my perspective, my way of thinking, my approach to a problem before I can possibly solve the problem.  Another great quote on this topic is, If you always do what you’ve always done, you’ll always get what you’ve always got.  I understand that many 12-step programs use that statement to explain “insanity” in the context of the program.

What does the mean in the context of practicing law?  Plenty.  With regard to career advancement, if you’ve been taking the approach of being a reliable, industrious, somewhat reserved workerbee and you notice that you keep getting passed over for the big cases you’d like to work on, the answer probably isn’t to do more of the same and hope for a different result.  If you’re constantly running ragged, wondering how you can connect with your spouse and/or children in an hour or so at the beginning or end of each day, it’s a safe bet that you won’t shift your actions until and unless you shift your perspective.  Want a new job?  You’ll have to pull some time and attention away from what you’re doing now to make the time to launch a job search.  And if you believe that client development is something that you’ll begin “later,” you likely won’t recognize client development opportunities that may come your way — because chance favors the prepared mind.

To make a change requires stepping outside the situation long enough to identify a problem and then to make a mental shift that will help in solving that problem.  How the shift happens is individual to each person.  But creating and then using a shift relies on several basic principles.

1.  The shift must be authentic.  If your partner, your supervisor, your doctor, or anybody else tells you to make a change and you don’t buy into it, there will be no shift.  Remember the punchline to the joke asking how many psychiatrists are needed to change a lightbulb?  One, but the lightbulb has to really, really want to change.  No psychiatry here, but if you don’t really, really want to change (or at least really, really believe you need to change), chances are good that you’ll keep on doing the same old, same old.

2.  Maintaining the shift means keeping it in the forefront of your mind.  If you’re trying to make a habit of arranging lunch with one potential client a week, put that on your calendar where you see it daily.  If you’re trying to incorporate some stretching into your day so you don’t feel like you’re 90 years old when you hobble away from your desk at the end of the day, set an alarm that go off periodically.  If you’re wanting to improve your efficiency in the office, use time management tools that keep your eye on efficiency.  Holding onto a shift in perspective means keeping it in front of you visually and/or aurally, because it’s often all too easy to slide back to the old, familiar approach.

3.  Reaping the benefit of the shift requires action.  While it’s important to recognize a problem or a situation that can be improved, that’s empty if it’s a recognition without follow-through.  If you want more balance in your life, take some action, even if it’s small.  Claiming a 15-minute walk for yourself in the afternoon will not only provide some balance but also will remind you that you’re seeking balance.  (Put it in your calendar and keep that commitment, too!)

4.  It’s easier to maintain a shift, and to design and implement the actions that the shift calls for, with support.  Tell your spouse that you need to set aside 3 hours on Saturday morning to catch up on work.  Tell your secretary that you plan to eat lunch away from your desk one day this week.  Work with a coach to provide accountability as you set out on your client development plans.  If you decide you’re going to make a change, you probably have about a 40% chance of succeeding.  If you decide to make a change, tell someone what you’re going to do, and commit to doing it by a certain deadline, you have about a 95% chance of succeeding.

What shift do you need to improve your practice and your life?