a) I check with lawyer colleagues to see what they are  doing with their firms

Give yourself 5 POINTS. The problem with this is that it fails to analyze what the surrounding circumstances are.  See the section on relativity for a more in-depth discussion.

   b) I make sure I know the firm's existing capabilities and resources.

Give yourself 10 POINTS.  With good data collection and thoughtful analysis, answers are often obvious, though not necessarily easy. The reason why some firms look for answers outside of their own firm's context is because they don't have decision-making discipline and are looking for a quick fix.

  c) I resist, knowing that problems are often politics in disguise and when left alone, either fix themselves or go away.

Give yourself MINUS 10 POINTS. Contentions between partners can obfuscate a bigger picture. Members must understand that the firm is an entity, distinct from any one member and with needs requiring attention. And then, they must act on those issues, even if it is inconvenient or personally uncomfortable.

 d) I concentrate on legal work, waiting for a less-busy time to think about it.

Give yourself 1 POINT .  Dedication to your profession is noble. But, who is steering the ship? See the section on decision-making for a more in-depth discussion

  a) There is a lot of money in the checking account.

Give yourself 1 POINT.  While it eases anxiety, it doesn't account for future events and obligations or whether it resulted from a collections flurry to be followed by a long drought.

  b) I am busy.

Give yourself MINUS 10 POINTS . Being busy is the main reason why business threats and weaknesses are ignored or overlooked.

 

  c) I hit the milestones set up for the firm.

Give yourself 10 POINTS .  This means you have clear goals and also have the structure and discipline to check progress.

 

 d) Everyone is happy.

Give yourself 5 POINTS.  A happy firm culture often means that systems are humming and everyone is enjoying the benefits of that. Even so, a critical and forward-looking eye is necessary if it is to stay a happy firm.

  a) Are not necessary to the delivery of a quality legal product.

Give yourself MINUS 10 POINTS .  It takes a good legal mind to create a quality legal product. But, computers automate well-designed processes that assure that it gets produced as intended...every time.

 

 b) Speed the legal process.

Give yourself 5 POINTS.  Computers definitely bring speed. But, remember that computerizing poor procedures that create problems will just create more problems more quickly. Speed is a secondary objective.

  c) Are just tools in a larger firm-wide system.

Give yourself 10 POINTS. When the firm and its procedures are designed well, the computer becomes one tool of many with which people can produce with greater ease, quality and speed.

   d) Make my firm better than other firms

Give yourself 1 POINT.  Computers just level the playing field. Only when systems are proprietary are there competitive advantages.  But, at what cost?  There's no such thing as an "instant great law firm" where you just add water...or plug in the computer...or load the software.

   a) Add complexity and cost to running a firm.

Give yourself 5 POINTS.  Employees do add complexity and cost. As long as a firm moves toward being a business with an eye toward improvement there will complexity. Synergistic effects occur when employees and systems are well-utilized.

   b) Are extensions of me (the boss).

Give yourself MINUS 10 POINTS .  Efficiencies occur when micromanaging is replaced with truly letting go within a well-designed system with appropriate controls.

 

   c) Are just tools in a larger firm-wide system.

Give yourself 10 POINTS.  This point of view does not disavow employees' humanity.  Rather it acknowledges that the right "tool" is to be used and that it is to be maintained.

   d) Can be found through a network of friends, colleagues and competitors.

Give yourself 1 POIN T. While this statement can be true, too often firms rely on connections rather than assuring that the skills are right for the job description and the person is right for the culture.

  a) High salaries

Give yourself MINUS 10 POINTS .  While high salaries may initially attract good employees, they are not long-term satisfiers nor motivators.

 

   b) Good benefits

Give yourself 1 POINT .  Good benefits help attract employees. Without good systems and support, they are not enough to keep employees happy.

 

   c) Jovial atmosphere

Give yourself 5 POINTS. If one assumes that the jovial atmosphere is a byproduct of good management, then this may be so. However, you can't jolly an employee out of being frustrated by bad management.

   d) Tools, training and autonomy appropriate to the job

Give yourself 10 POINTS.  Not only do tools and training yield greater efficiency and quality, but they can create more satisfaction than salary and benefits.

   a) A lot about business and management.

Give yourself 5 POINTS .  Let's assume that means you do spend time and money on keeping informed.  Be careful of complacency, however. It gets the best of them.

 

   b) It happens somewhat automatically as long as a firm has good lawyers.

Give yourself MINUS 10 POINTS .  The worst assumption you can make is that everything will fall into place.  It takes work on management and business issues to make a great law firm.

   c) That I have to spend time and money on keeping informed.

Give yourself 10 POINTS .  If there is one secret of good management, it is that what can hurt you goes unseen.  Vigilance is what makes the difference

 

   d) That it doesn't apply to me because I'm happy with the way things are.

Give yourself 1 POINT.  It's not that achieving goals and, thus, happiness never happens. But, it can be an indicator that either you're not looking or it's time to set new goals.

   a) Are competitive by nature.

Give yourself 5 POINTS . Recognizing this generalization can lead to effective compensation systems where both firm and individuals "win."

 

   b) Give the appearance of larger firm capability and are important for attracting clients.

Give yourself MINUS 10 POINTS.  Marketing veneer is not a good reason to partner. Spend marketing dollars on marketing, build capability with systems and training and partner with those whose skill and sensibilities mesh with the firm's goals and standards.

  c) Are all professionals and should be left alone.

Give yourself 1 POINT .  On a daily basis, micromanaging is rarely good. But all staff, including partners, need to be accountable for meeting firm standards.

 

   d) Struggle with what's right for them and what's right for the firm.

Give yourself 10 POINTS.  Successful firms are comprised of partners who recognize the conflict between their own needs and those of the firm...and make are willing to make sacrifices.

  a) I leave it to professional managers.

Give yourself 10 POINTS .  Using professionals skilled in management disciplines both frees attorneys to do what they're skilled in and yields higher quality results.

 

   b) I try to learn whatever I can about management issues

Give yourself 5 POINTS . Even when using professional managers, partners still have to make executive decisions.  Those decisions should be well informed.

 

  c) If it's not broken, don't fix it.

Give yourself 1 POIN T. While this may be true in specific instances, this mantra may lull firms into an oblivious sleep.  A firm does need to be vigilant and progressive.

 

   d) Lawyers are self-managing and don't need interference.

Give yourself MINUS 10 POINTS . That may be true when it comes to substantive legal work.  But when it comes to furthering firm objectives, lawyers are notoriously noncompliant.

 

   a) Make a distribution to the partners.

Give yourself 1 POINT. A distribution can certainly provide incentive.  For this to be so, however, you have to be sure the reward correlates to achieving goals. Moreover, you should be sure there are not other more impacting exigencies.

  b) Invest in marketing.

Give yourself 5 POINTS .  Marketing is an activity that often gets overlooked.  Don't assume, however, that one-time, spotty or uncoordinated marketing activities are effective.

 

   c) Invest in the stock market.

Give yourself MINUS 10 POINTS. This is not so much a critique of the stock market.  The market or any side-investment that does not further firm objectives, just detracts.

 

   d) Review the Strategic Plan.

Give yourself 10 POINTS. A good Strategic Plan has pre-identified activities and resources that will yield the best results and the order in which they should be supported.

 

  a) I find out who is to blame.

Give yourself MINUS 10 POINTS .  The buck certainly doesn't stop here. Creativity and cooperation die in the face of finger-pointing.

 

  b) I fix the problem, even if I have to do it myself.

Give yourself 5 POINTS .  Taking responsibility not only solves the immediate problem, but raises the bar for others. Be aware, though, that it may not address the root cause.

 

  c) I find the weakness in the system and create new methods.

Give yourself 10 POINTS. A systemic approach results in everlasting improvements. Just be sure the decisions are well-informed and not knee-jerk responses.

 

  d) I take a breather and come back to the problem later.

Give yourself 1 POINT .  You'll probably live longer if you do this. But, you have to be sure that the problem is ultimately systemically solved.