Our firm is an eight-attorney firm in Cincinnati, Ohio. We have been together for fourteen years. There are four partners and four associates in the firm. Over the years we have traditionally had a year-end attorney planning retreat with limited success. This year we have decided that we want to dedicate the entire time to developing a strategic plan for the firm. What can we do to ensure that our strategic plan leads to actual implementation?
Implementation should be planned in the retreat and the strategic plan itself. One of the biggest problems that firms have with strategic planning retreats and strategic plans is they end up on the shelf and there is no accountability for implementation.
Be sure you come away from the retreat with a strategic plan that includes an action plan section with a specific plan for follow-up on every strategy/action plan item. Specific strategic plan action items should be broken down into specific tasks. It is critical that individual task assignments and target dates for reporting and completion be made explicit. These assignments should be documented in the strategic plan action plan section and in the retreat minutes or notes. In addition, a system of post retreat follow-up meetings to access progress is suggested to maintain the momentum achieved at the strategic planning retreat.
Many firms benefit by incorporating specific strategic planning action items on a firm master calendar as well as individual calendars and review progress quarterly.
John W. Olmstead, MBA, Ph.D, CMC
I am the firm administrator for a twenty-five attorney firm in Baltimore, Maryland. We have fourteen partners and nine are in their sixties. We have no succession or transition plans in place for senior partners. Every time I bring up the topic there is a resistance to even discuss the topic. I would appreciate any help that you can provide.
A decade ago, only the more proactive, well-managed law firms had in place programs and provisions for senior partner succession and transition. A majority of firms simply had not addressed or even given serious thought to the eventual retirement and exit of their senior partners. However, in the last five years, I have seen a lot of interest in succession, transition, and exit planning. The avalanche of baby boomers reaching retirement age has fueled this interest. Firms from the largest to the smallest are getting proactive and actively addressing succession and transition of senior partners. Some are putting in place formal programs, while others are at least addressing succession and transition informally using ad hoc approaches.
A recent Altman Weil Transition Survey gives us a glimpse of what other law firms are doing. Here are a few highlights from their survey concerning responding law firms.
Many other law firms are finding it a major challenge to get senior attorneys to talk and share their plans concerning retirement. In many cases the families of senior attorneys are having the same challenges. Coming to terms with aging is a difficult topic. In the case of law firms, often senior attorneys simply don’t know their future plans themselves, need the income, fear that others shareholders/partners will steal their clients, or the firm simply does not have a mechanism in place that mandates transition planning. Some firms are implementing mandatory retirement and others are putting in place financial incentives to motivate early transition of clients. Client loss is the most significant concern.
Keep at it and don’t give up but it may take a series of baby steps. Educate your partners on the risks of “doing nothing”. Provide them with articles and other resources and keep the topic on the agenda.
John W. Olmstead, MBA, Ph.D, CMC