Mandating collaboration in law firms ... must be intricately orchestrated with an understanding of the intrinsic motivations and unique psychological makeup of lawyers.
In the fast-evolving legal sector, effective collaboration is not just beneficial—it’s essential. Yet, the individualistic nature of lawyers and the unique dynamics of law firm partnerships mean that collaboration cannot be imposed—it must be strategically orchestrated.
In my latest article in my CREDO 10 series covering the Foundational Beliefs for Driving Collaborative Growth in Law Firms, we explore CREDO 3 – “Collaboration Cannot Be Mandated, But It Can Be Orchestrated.”
This orchestration aligns with the intrinsic motivations of lawyers—autonomy, mastery, and purpose—by creating an environment conducive to collaboration when opportunities arise. Lawyers are driven by:
- Autonomy: The freedom to choose collaborators and navigate their entrepreneurial spirit within the firm.
- Mastery: Recognition as experts, ensuring their knowledge is both recognized and utilized.
- Purpose: Engagement in projects that resonate with their skills and passions.
Lawyer leaders—with an emphasis on Managing Partners, Executive Committees, and Practice Group Leaders— must facilitate firmwide collaboration by understanding and supporting these drivers, offering opportunities for challenging work – growth and client service – that taps into lawyers' expertise and aligns with the firm's goals. The journey towards effective collaboration in law firms mirrors the progression of personal relationships, from discovery to trust. To foster these connections amidst the constant flux of talent, law firm leaders need to thoughtfully design both structural and social frameworks that promote easy and natural interactions among lawyers.
Six Ways to Orchestrate Collaborative Growth
Orchestrate Through Priorities: Directly align lawyer efforts with firm success by clearly identifying and communicating key areas such as practice groups, industries, or client issues that are critical for growth. Provide additional resources and rewards for activities that support these priorities, leveraging the firm's natural tendency toward lawyer autonomy.
- Orchestrate Through Process: Utilize checklists to guide common processes, clearly indicating where collaboration is recommended and how administrative staff can facilitate these efforts, ensuring that collaboration is structured and predictable.
- Orchestrate Through Knowledge: Deploy advanced knowledge management platforms and competency models that enable lawyers to easily identify who within the firm has specific expertise or client connections, enhancing control, efficiency, and quality client service.
- Orchestrate Through Interest: Balance lawyers' ambitions with their experience by promoting ‘application’ and 'opt-in' initiatives such as industry teams or business development training. This approach allows lawyers to define their own areas of growth and contribution, enhancing their engagement and commitment to collaborative projects.
- Orchestrate Through Structure: Inspired by General McChrystal's 'Team of Teams,' encourage cross-practice collaboration by facilitating inter-practice assignments and participation in different group meetings, which fosters a deeper understanding and cooperation across disciplines.
- Orchestrating Through Conversation: Create environments that nurture growth-oriented discussions. Encourage leaders to delve into the details of successes, asking strategic questions like, "How did we win this?" and "How can this help us win more?" to extract actionable insights that can be replicated across the firm.
Mandating collaboration in law firms is impractical; instead, it must be intricately orchestrated with an understanding of the intrinsic motivations and unique psychological makeup of lawyers. By structuring opportunities that align with lawyers' natural drives, empowering them with efficient tools, and fostering a trust-based culture, law firm leaders can cultivate a robust environment that not only supports collaborative growth but also drives firm success.
*
Former Big Law CMBDO and Big 5, CREDO Consulting CEO Clinton Gary guides law firm leaders through collaborative growth strategies. Contact Clinton at clinton@credocg.com for an assessment. Follow his thought leadership on JD Supra.
