Our firm is a twenty-attorney litigation firm in Miami, Florida. We are managed by a three-member management committee supported by a firm administrator. While our committee and our firm administrator are entrusted to make many of the operational decisions, all partners must weight in on and vote on all major decisions as outlined in the firm’s management plan. Currently we do not have a strategic plan and our firm administrator has suggested that we can accomplish this in a one day off site retreat with all the partners. Is this realistic?
This is a little bit aggressive and optimistic. The strategic planning process is as important as the end result – the strategic plan document, so you don’t want to rush the process. Two sessions a few weeks apart would be better as it would give some time for the ideas and discussion from the first session to cook and simmer until the second session. However, you might find that one session is all that you are going to get. If this is the case you need to do some homework before the retreat. I suggest the following:
Once the retreat is over the management committee should finalize the rough notes from the planning session into a initial draft of the strategic plan and circulate to all partners for review and comment. Hopefully, the management committee based upon comments can finalize and launch the strategic plan within thirty days, if not a partner meeting should be scheduled for additional discussion.
Using an approach to similar to what I have outlined will improve your chances of a successful one day planning retreat.
John W. Olmstead, MBA, Ph.D, CMC
Our firm is a sixteen attorney insurance defense in Louisville, Kentucky. We represent approximately twenty-five insurance companies in property casualty and personal injury cases. We handle products liability and medical malpractice cases as well. Our firm is in second generation and all of the founding partners have retired. Virtually all of our clients were inherited and none of the existing partners have brought in any new clients since the founding partners retired eight years ago. While we are trying to do what we can to cultivate new clients we want to insure that we retain our existing clients and don’t have any client defections. Do you have any suggestions?
We have done numerous client satisfaction interviews with law firm insurance company clients. The category where most firm rank the lowest is understanding clients needs. For law firms one way of achieving a competitive advantage is to have a better understanding of the wants and needs of clients than does the competition. This understanding comes from an open dialog with your clients. In other words ask them.
Recently I had a law firm client who’s business was suffering due to the client’s operations shifting to adjacent states. The firm was considering an additional office location to serve these clients and was debating where and how to locate this office. I advised, why don’t we ask the clients. In our interviews we asked this question and the clients told us where their needs were and where to locate the office. It was not where the law firm was thinking of locating. Six months later a mini merger was done in the location where the clients advised us there needs were.
This is best accomplished by having an ongoing systematic structured client feedback system that tracks client preferences, desires, and requirements. Here are a few ways that this can be accomplished:
There are several articles on our website – see links below – that discuss client satisfaction survey programs and how to get started.
I am the owner of a law firm in Chicago suburbs that specializes in estate planning. I started the firm twelve years ago. Over the years the firm has grown from just myself as a solo to a firm with myself and six associate attorneys. Prior to starting the firm I worked in several other firms as an associate and as a partner. I felt I was not being compensated for my hard work so I started by own firm. I have always worked hard and in addition to managing the firm and bringing in all the clients I bill 1700 billable hours a year. My associates are a disappointment. They work the bare minimum, some are lazy, and none are even billing 1400 hours a year. Some are not even billing 1200 hours a year. I have tried bonus systems based on production of fees collected and they have had no effect. In my old firms this was not the case, everyone worked hard and was self motivated. I am at a loss and I don’t know how to motivate these associates. I would appreciate any thoughts that you have regarding what I should do?
I suspect that you, as a founder, expect the same sort of work ethic and drive that you, as well as others, in your prior firms had over the years. Welcome you the new generation of workers and the era of work-life balance. This is not to say this generation of workers is lazy – their priorities in life are different and work is not the only priority in their lives as it may have been in yours. They may not also not have the drive and self motivation that you had and require direction. You can’t simply put them on autopilot – they require care and feeding in the form of:
Often a little care and feeding will go a long way to changing performance and often accomplishes more that formulaic bonus systems. Here is a prior blog on how to go about this.
I agree that 1200 billable hours is unsatisfactory and you should be expecting 1600 for your type of practice. Expectations need to be established, if they aren’t, and consequences for non-compliance. I think bonus systems such as yours are fine but often do not accomplish desired results without some care and feeding. If you are unwilling to do some care and feeding your other option is to fire your worst offenders and try to replace them with self-motivated associates that have a documented track record of performance. Getting the right people on the bus can be more productive than care and feeding beyond a certain point.
John W. Olmstead, MBA, Ph.D, CMC