Busy lawyers can be excellent managers but it won’t happen overnight, says Heather Stewart
Crystal ball gazing is becoming harder: we do not know what the future will bring, and many smaller firms feel particularly vulnerable. The Clementi and Carter reports and the Legal Services Bill have all created uncertainty and the prospect of a highly dynamic environment. The only certainty is that the firms that will survive and prosper are those that are prepared for change and ready to move whenever opportunities present themselves. This agility of approach includes having the courage to drop work that involves heavy resource for limited return in favour of investment in new services or changed ways of working. Getting there will depend on good leadership and management.
Some firms welcome the future and the potential opportunities. They are well-led, and together run a commercial organisation, working as a team with mutual trust. They offer a well-defined range of services, and manage their resources and members whose skills they develop for the benefit of the firm. Firm-wide standards are upheld and they expect accountability from staff and the owners
