Pro sports teams invest serious resources to maximize the performance of their highly skilled, uniquely specialized professionals. Why don't law firms do the same?
"The political reality of law firms is that traditional leadership roles go to lawyers who’ve excelled at [...] “technical skills” [and] excludes the development of the “human skills” needed to properly communicate, supervise, and build lasting relationships with working lawyers."
Before retraining as a lawyer, I was an army officer, in the 'combat communications' part of the army. I remember, fresh from the Royal Military Academy Sandhurst (a year's leadership training), asking my commanding officer how important specific telecommunications qualifications were. I was hoping for an answer which would validate my aspiration to undertake an MSc. In fact, he told me that the most important requirement was ‘people skills’: leadership and management, because (a) for any specialist area, he could turn to subject matter experts; (b) it was impossible to be an expert in multiple areas; and (c) leadership and management could only be done by the commander – it could not be delegated, e.g. to “HR”.
That was over two decades ago, and the wisdom of what he said only became more evident the more working experience I got, whether in the mainstream army, or later working with the civil service or in the private sector including law firms.
Law is also perhaps unique in that while initially only those essential technical skills are required, quite soon additional qualities are also necessary in at least two areas: (a) leadership and management; and (b) business development. I don’t think that this is appreciated by many entrants to the profession. It is not something, for example, covered by Crown Court, LA Law, Ally McBeal, or Suits (pick your vintage!).
Great post as usual Jordan. I belief that that the law firm business model and non lawyer ownership regulations hold law firms back. A c suite leader can never be a part owner in a law firm. Hence, to real owners of the law firm the non owner c suite person will always be lesser. Thanks for the great insights!
My goodness, you speak my language! By working with my clients, law firm partners and owners many of them have made well over £500,000 profit in less that 6 months, over 400% revenue increase in less than a year one added $5M in the valuation of their firm within a year.
All this became possible because I showed them how to delegate away their workload to their team and then support them to ensure they succeed. In other words to go from being a technician in theor firm to a mentor of their employees who ensures they succeed.
This is excellent, along with the linked post at https://jordanfurlong.substack.com/p/the-rise-of-the-human-skills-lawyer. This quote in particular:
"The political reality of law firms is that traditional leadership roles go to lawyers who’ve excelled at [...] “technical skills” [and] excludes the development of the “human skills” needed to properly communicate, supervise, and build lasting relationships with working lawyers."
Before retraining as a lawyer, I was an army officer, in the 'combat communications' part of the army. I remember, fresh from the Royal Military Academy Sandhurst (a year's leadership training), asking my commanding officer how important specific telecommunications qualifications were. I was hoping for an answer which would validate my aspiration to undertake an MSc. In fact, he told me that the most important requirement was ‘people skills’: leadership and management, because (a) for any specialist area, he could turn to subject matter experts; (b) it was impossible to be an expert in multiple areas; and (c) leadership and management could only be done by the commander – it could not be delegated, e.g. to “HR”.
That was over two decades ago, and the wisdom of what he said only became more evident the more working experience I got, whether in the mainstream army, or later working with the civil service or in the private sector including law firms.
Law is also perhaps unique in that while initially only those essential technical skills are required, quite soon additional qualities are also necessary in at least two areas: (a) leadership and management; and (b) business development. I don’t think that this is appreciated by many entrants to the profession. It is not something, for example, covered by Crown Court, LA Law, Ally McBeal, or Suits (pick your vintage!).
Insightful article, Jordan. Thank you for connecting the dots so thoughtfully.
At SkillBurst Interactive, we are thinking along the same lines, check out our recent video featuring the same analogy! https://www.linkedin.com/posts/skillburst_professionalessentials-trainingforlawyers-activity-7117560050973376513-moCV?utm_source=share&utm_medium=member_desktop
Great post as usual Jordan. I belief that that the law firm business model and non lawyer ownership regulations hold law firms back. A c suite leader can never be a part owner in a law firm. Hence, to real owners of the law firm the non owner c suite person will always be lesser. Thanks for the great insights!
My goodness, you speak my language! By working with my clients, law firm partners and owners many of them have made well over £500,000 profit in less that 6 months, over 400% revenue increase in less than a year one added $5M in the valuation of their firm within a year.
All this became possible because I showed them how to delegate away their workload to their team and then support them to ensure they succeed. In other words to go from being a technician in theor firm to a mentor of their employees who ensures they succeed.