The evolution of leadership…

by David J Bilinsky

It’s good for all my people and it’s good enough for me
Gimmie that old time religion…
Words and music anonymous, first published by Charles D Tillman.

Think of a lawyer and an image of a solo warrior heading off to battle may spring to mind. Unfortunately, like most stereotypes, it is increasingly out of touch with reality. Law firms have discovered that to survive and thrive in modern society, they have to reach back to the old-time concept of teams and leaders. Firms have discovered that groups led by effective leaders possessing so-called ‘soft’ skills (coaching, counselling, mentoring, tutoring, and motivating) are much more effective than just groups of lawyers and staff working together. A group is not a team. A team comes together for a shared goal or task, such as handling a particular client, file or area of law.

There are many benefits to having teams: teams outperform groups; team members support each other’s growth and learning; teams maximize the use of human and other resources; teams share knowledge amongst its members; and team output is synergistic – greater than the sum of the individual parts. Furthermore, teams allow firms to mentor juniors, provide head-room for senior counsel to tackle higher-value work, and allow a firm to transition to alternate billing methods. In short, work is competently performed at the lowest cost to the firm while maximizing profitability.

So how do you evolve from individuals to groups to teams? Here are some suggestions put forward in this area:

Build the team: The first duty of a leader is to ensure that the foundations for team development have been put into place. This is based on the work by Herzberg on hygiene and motivational factors. Any issues lying within the following topics that affect the team must be resolved to the satisfaction of the members in order to take them to the next level: working conditions; policies and administrative practices; salary and benefits; supervision; status; job security; fellow workers; and personal life. For example, including someone who for one reason or another will not fit within the dynamics of the team will only frustrate the other members and prevent the team from moving forward. This last factor is so important that elite military teams themselves select their future members from potential recruits.

Communicate the vision: What is the goal to which you are striving? Let the team members know how each of them plays a role in reaching that goal.

Be passionate!: One of the greatest motivators is seeing a leader’s passion to accomplish the goals of the team. Conversely, a lack of passion sends a message that “this doesn’t really matter all that much.” Get behind your team and radiate energy!

Enable others to act: Give your team members the tools and the space to get the job done. Then get out of the way – micro-management is not a leadership style. Trust your members to do what is right.

Get dirty!: You are encouraging the team members to reach beyond their current abilities into new and unknown territory. Leaders are willing to be the first to try something and show that not getting it right the first time is just fine. Stretch and pull others along with you.

Encourage: There are three distinct styles of leadership: authoritarian; participative; and delegative. Note that each of these styles is used in different situations and with different people. The authoritarian tells people what they want done and how. Typically this is used in crisis situations when time is short and the team members are already well-motivated. The participative leader involves people in the decision-making process, reserving the right to make the final decision. Typically this style is used where the leader does not possess all the information to make the right decision. The delegative leader sets the priorities and allows the team members to decide what has to be done and how to do it. The delegative leader remains ultimately responsible for the work of the team and is comfortable with the decision-making ability of the team.

Law firms are catching that old time religion and transforming into well-oiled teams. After all, it is good for all their people!

David J Bilinsky is the Practice Management Advisor at the Law Society of British Columbia. He can be reached on the Internet at dbilinsky@lsbc.org. The views expressed herein are strictly those of the author and may not be shared by the Law Society of British Columbia.

This article originally appeared in the April 2004 issue of BarTalk and is reproduced here with permission of both the author and the Canadian Bar Association, British Columbia Branch.