My experience acquired through working with a number of law firms is that while most lawyers are good at being lawyers they are not necessarily good managers or business owners.

Some bigger firms employ professional managers to carry out this role however the tendency is for most firms is to spread the responsibilities between Managing Partners and Office Managers neither of whom have any real training or experience at building and running a business.

It is apparent that many law firms have no real business vision. Such a vision is essential to not only drive the business forward but to also act as the glue that keeps it all together.

One of the reasons that law firms tend to lack business cohesion may be related to the way they have traditionally structured their practices so that each partner operates in a separate area of expertese with their own support staff and with the pressure of being required to generate a level of fees that ensures their continued participation in the business. Such a structure is highly competitive and encourages divisiveness and not cohesion or committment to a central business vision.

Another significant problem area is the retention of staff. Law firms are notoriously hard on their staff. Long hours and poor remuneration can be a catalyst for young lawyers to become disenchanted quickly as the expectations of their employers conflict with their desire to lead  healthy and balanced lives. Most partners given their own pressures are reluctant to spend much time coaching or mentoring staff.

There are still many firms which have no succession plan in place. I have learnt that if there is one thing that clients hate more than anything else it is a lack of continuity and stability in the staff members who service their needs.

What tends to happen with younger lawyers is that after a couple of years of post graduation work and a significant investment in their training by their employer they often decide to travel overseas or explore other career or interest areas. Junior post-graduate lawyers are generally expected to work long hours for minimal reward and are often poorly mentored and supported by more senior lawyers. As a consequence they quickly become disenchanted with their legal dream career.

As a consequence firms can suffer from a lack of “middle-order batsmen and women” who would normally progress through the ranks to eventually provide a tier of Associates ready and willing to take on the mantle of partnership should this be offered.

The existing partners who want to reduce their workloads find that they are working even harder to keep the firm afloat. They are unable to move to becoming consultants because there is no one to hand the baton to! This situation is bad for them and the firm.

An investment in legal coaching is one way in which law firms can develop strategies to over come these and other common problems. My legal coaching is unique in that I have had over 28 years experience working in law firms and over 10 years working as a sole practitioner. This combined with my coaching skill and experience provides potential clients with access to a breadth and depth of authentically effective legal coaching which is unparalleled in New Zealand.

Best Wishes