Thank you for launching a discussion topic that is close to my heart. I've been working with law and architectural firms for almost 20 years. These professionals are smart, energetic, creative, insightful and mostly great people. They come up with great ideas and aggressive plans. Why, then, do so many practice groups, regional offices, and task forces struggle with getting things done? Was is just that they are compensated and rewarded for billing hours? Can it be that firms are really just lawyer-hotels with portable practices? Why is that a few groups and offices grew smartly and rapidly, but other wobbled along, struggling to replace the associates or partners that have left? Why does the conversation almost always go silent this time of year when firm leaders ask, "So, who should we choose as the next leader for XYZ practice group?"
My conclusion is that it comes down to leadership. About 5% of lawyers in firm management have developed adequate leadership skills. Their skills are often recognized and they serve in some sort of practice group, office or firm management role. Unfortunately, we need more than 5% to grow the many practice, industry and client teams prevalent in large firms. --more --