Systems

February 18, 2019 by Molly McGrath

“That’s Not How We Really Do It At This Law Firm” and Other Responses That Are Holding Your Team Members Back

We get called in to help law firms when what they’re doing isn’t working. And even though we are hired as consultants because we have an impressive track record of success helping firms advance their leaders and develop their teams, we still hear this response more often than you might think: well, that’s not really how we do it at this law firm.

Just last week, after our Team Empowerment Academy Masterclass, I received a phone call from a Client Relations Coordinator who is enrolled in the program.

“Molly, when you were talking about how other firms have their CRC coming in at the end of the client meeting and playing the role of Julie McCoy (yes, I’ve dated myself)—getting the signed engagement agreement, and scheduling the next appointments through delivery—my attorney says that’s not how we do it here. I don’t know how change his mind. Can you please help me? We barely made payroll last week, and I heard him tell a prospective client to go home and think about it…to get back to us when they’re ready to get started on their planning!”

“I know its not my job to worry about money, but I am!”

The first thing that went through my head when I heard this was: if what you were doing there was working, your attorney certainly wouldn’t have called us in the first place. And your attorney definitely wouldn’t be writing a check for you to be in this program!

But my response was this: “Yes. It is your job to be aware of—but not to worry about—money, clients and processes…especially if you want part of the incentive-based compensation model we set up for your firm this year. Time, place, and delivery are everything. I know you were excited about the idea, but sharing it with him between back-to-back meetings—when he is already running 30-minutes behind for the day and has to be out the door at 5PM sharp to get the kids because his wife is out of town—probably wasn’t the best time to present the idea of revamping a process he has followed for the past 9 years. His response was most likely out of habit, as he wasn’t clear that you were presenting an idea that has proven successful for 1,400+ other law firms across the country. Don’t take it as a hard “no.” Lets talk about how to present your attorney with these suggested process refinements.”

And here is my message to attorneys: when your team comes to you with suggestions for refinements or improvements to your systems, you may want to say, “I am impressed by your enthusiasm and vested interest in improving our practice. Can you please put that topic on the agenda for our weekly stakeholders meeting on X-date, and type up your proposed solutions and bring a copy to the meeting? I am more of a visual learner.”

When an employee hears, “that’s not how we do it at this law firm,” they actually hear, “I’m the boss, leave the idea generating to me.” This sends a subconscious message to your employee to show up and do what is asked of them…and nothing more. But you NEED your team members to WANT to go above and beyond, and you need to trust that, given the freedom to make business decisions, they will make GREAT decisions that advance your firm. But if they feel like their ideas are shut down before they’re even heard or considered, they will lose the drive to take initiative. And, trust us, you don’t want that!

If you’re stumped and not sure how to empower your team to step up and bring their valuable ideas and system refinements to you, please take advantage of the opportunity to schedule a complimentary Law Firm Discovery Session. Over a 30-minute call, we’ll discuss your challenges and brainstorm solutions to help your law firm overcome these obstacles and get on the path towards growth and sustainable success. Click the button below to schedule your Law Firm Discovery Session today.

February 14, 2019 by Molly McGrath

Crushing Chaos in Law Firms: How to Create Systems that Make Your Law Firm Run Smoothly

Guest Blogger: Allison C. Williams, Esq.

A few months ago, one of our 66-Day Law Firm Turnaround clients mentioned that she was working with a “systems coach.” Our immediate response was…TELL US MORE!! We’ve been looking for a systems coach to partner with!! After conducting a power partner meeting with Allison Williams of Law Firm Mentor, I knew immediately that she has created a unique model that many of the law firms we’ve worked with over the past 22 years have a huge need for.

It’s rare that we have guest bloggers here, but when Allison and I got to chatting about her company’s systems and her own personal story, we had to have her write a blog—it’s just so in alignment with what we have been shouting from the mountaintops for years. And be sure to read to the bottom…Allison will be hosting Hiring and Empowering Solutions as her guest this coming Wednesday (February 20, 2019) on the Law Firm Mentor Movement Facebook LIVE. We’ll be talking about how to transform your law firm employees into leaders!

So here’s why we are so inspired by Allison and her journey…

When I started my law firm in 2013, I thought I had things all figured out. I crafted a plan using my trusty spreadsheet, gave my notice, rented my office space, and together—with 43 of my then 48 clients—I struck out on my own (with a partner). My secretary was coming with me, so I figured we’d be fine.

Then, “reality” hit the fan. My partner was a nice guy—but a nice guy who had greatly discrepant goals than I did. So, that ended quickly. My secretary, who could barely keep up with me as a super-billing associate, became terrified of what would await her as the lead (and only) assistant to me in the role of chief cook and bottle washer. So, she backed out the week before I left my employment, leaving me staff-less when I started my firm.

As a new solo, I had to run 43 files, take in new files, learn how to manage a trust account, order supplies, clean the kitchen, lease equipment, and—my personal favorite—be my own secretary while running to 16 different courts in my state-wide practice…all while trying to hire my next secretary. I had tens of thousands of dollars coming through my hands daily, and the fear of where it should be spent crippled me into living like a pauper, despite having plenty of money in the bank.

One night, I fell asleep driving 90 miles per hour on my way home, at the end of yet another 90-hour work week. And that was when I realized it. I was either going to kill the chaos in my business or, quite literally, it was going to kill me.

That’s where creating systems to make your law firm run smoothly comes in.

A system is an organized or established procedure, or a regularly interacting or interdependent group of items forming a unified whole. Quite simply, it’s a way of doing things that maximizes efficiency, reduces redundancy, and eliminates the need for conscious thought to be summoned for routine tasks, preserving that energy for the higher-order activities that clients actually pay us to provide (such as strategic management, complex negotiation, and multi-layered litigation processes). When people in business follow a system, the office runs smoothly, since crisis intervention is reserved for clients rather than office functioning.

What requires a system? In a nutshell, EVERYTHING requires a system! From how we answer the phones, to how we interface with new clients seeking consultations, to how we close client matters, to how we manage our trust accounts. Even the most mundane, routine activity (like opening and dispensing mail) needs a system.

Generally speaking, law firm owners should consider creating systems for each of the major functions in your law business, including Sales, Marketing, Intake, Communications, People (both employees and vendors), Work Flow (the legal work), Facilities and Money Matters.

Creating systems in law firms is not sexy. It’s not the “stuff” most business owners crave, but it will absolutely and dramatically improve the quality of the law firm and the life of the owner…when executed properly. And, the good news is, if the systems are in a constant state of flux, that means the law firm is growing and evolving steadily.

We couldn’t agree more with Allison and her systemic approach. Join Allison and I this coming Wednesday, February 20, 2019 on the Law Firm Mentor Movement Facebook LIVE. We will be talking about TRANSFORMING YOUR LAW FIRM’S EMPLOYEES INTO LEADERS!

Join us on Wednesday, February 20, 2019

Join Allison and I as we dive into a great conversation about law firm leadership and team development on Wednesday, February 20, 2019, at 12:30pm EST.

January 30, 2019 by Molly McGrath

If Bosses & Employees Both Know That the Boss Doesn’t Have ALL the Answers, Then Why Do We Keep Continuing On As If They Do?

It probably won’t come as a surprise that bosses don’t have all the answers. If you’re a boss, you’re probably nodding your head, thinking, No kidding, that’s why I keep asking for help! And if you’re an employee, you’re also nodding your head, thinking, No kidding, that’s why I keep offering to help.

But if leaders and employees both know that the boss doesn’t have all the answers, then why do we keep continuing on as if they do?

I can remember, like yesterday, when our business was starting to grow, and I recognized that some of workflow processes just weren’t working. Not only were they not working, but their inefficiencies seemed to be coming to a head. I knew we could no longer tolerate these weaknesses, but somehow we kept limping along. And nothing changes if nothing changes.

A key employee emailed me about two of the most glaring issues. Without thinking too much about it, I responded with a series of suggestions about how we could resolve the issues. I didn’t suggest any follow-up actions, or concrete plans about how to implement my suggestions, so it’s no surprise that, two days later, I got frustrated with the lack of resolution and started to type up the usual “boss email.” You know the one: overflowing with frustration and rambling on about all of the things “we” need to fix. No clear directions or solutions, just verbal vomit.

It struck me sometime around midnight, as I was typing up bullet point #23, that the email, well, it was completely pointless. I paused for a minute and tried to sit in her seat. I realized I was trying to have a strategy meeting via email, addressing issues that she had been trying to bring to my attention for months. Sending this email would only add to her already growing list of “still no answers,” and the truth of the matter was that I didn’t have all the answers. I needed input from her and the rest of my team about how to actually fix these issues. I need KPI’s, cost analyses, and input from our outsourced vendors. Sending a hastily-written email in the middle of the night would only exacerbate the issues we were struggling with. It would leave my key employee feeling as though she needed to respond to all 23 of my bullet points, while leaving my entire team concerned that their leader was burning out, preparing to shut the business down, wanting to fire people, etc. That’s the dark place employees go to when the leader is not leading.

In that moment I realized that bosses do this…a lot. We feel the need to respond immediately to every problem: client complaints, process issues, cash flow issues and employee frustrations. The problem is that, when we jump the gun and respond without stopping to think, we forget to include important information, such as a plan for follow-up, a road map for implementation, or how to gauge the effectiveness of our suggestions in the long-term. And forgetting this information just makes us look flaky and inconsistent to our team. And honestly, email communication ping pong is not an effective platform from which to master your next moves.

How many times have you had to send a follow-up email to that big, long, hasty, frustrated “boss email?” It usually starts something like, “You know, I thought more about this and…”

I know I’ve sent quite a few of those emails.

What if instead of shooting off shotgun suggestions to solve complex operational problems we learned to step back and respond with, “I need to think about this. Let me get back to you tomorrow with some thoughts, add it to our daily huddle list.” Let’s learn to acknowledge a problem, and let our team members know that finding a solution is a priority…without making shoot-from-the-hip suggestions that don’t actually solve anything in the long run. Let’s start having well-prepared, thought-out discussions about how to fix our problems, get feedback from relevant team members, and make an informed decision that comes complete with an action plan with deadlines and accountability.

If you aren’t sure how to lead a conversation like this, about improving inefficient processes—or creating new processes—at your firm, download our e-book, “Intrapreneurs in an Entrepreneur’s World: How to Empower Your Employees to Step Up and Lead!” You’ll learn how to effectively connect and communicate with your team members in a way that not only leads to effective problem-solving for your firm or business, but that also drives employee retention and loyalty!

November 14, 2018 by Molly McGrath

Hold Your Team Members Accountable…to Each Other

If you are micromanaging your employees, please stop! Now. It is literally debilitating to your law firm or business. Micromanagement prevents your business from evolving with the times. It thwarts innovation. It pushes strong team members out the door, hinders workflow, disempowers staff, closes communication channels, and turns “teamwork” into a four letter word.

Shall we continue?

Micromanagement could be the biggest nail in your firm or business’s coffin. Do you find it difficult to delegate responsibility to team members, taking an if-you-want-something-done-right-you-gotta-do-it-yourself approach instead? Do you have high employee turnover, or do you get the feeling that your team members are walking on eggshells around you? Are you the only person at your business responsible for making decisions? If you answered “yes” to any of these questions, well, we’re sorry to say it, but…you might be a micromanager.

But there is hope! Many a micromanager has been able to turn their leadership technique around and create a workplace environment rich with empowerment. Here’s how:

1. Hire the right people. The #1 reason why leaders micromanage is because they don’t trust their team members. Hiring quality people who you truly believe are capable of delivering the caliber of work you expect will reduce the need to micromanage them. One of the best pieces of advice we were ever given was this: hire people who are better than you. Put your ego aside and think about that for a minute. Hiring people who are better than you only stands to benefit your firm in the long run.

2. Hold your team members accountable…to each other. Nothing ensures quality control more so than peer pressure. Allowing your staff to provide anonymous feedback about the performance of other team members and departments will create a sense of ownership, and can help you implement systems that keep your team satisfied and productive.

3. Be clear about what you expect. If your staff doesn’t know what you expect, then how can they work towards it? So many times we see micromanagement emerge as a response to poorly communicated expectations. Be clear, give your team specific benchmarks and objectives, and eliminate the need to micromanage them!

4. Empower your employees. Providing your team members with the freedom to engage—meaningfully—in decision-making processes will help them “own their role” at your firm. They’ll be willing to go above and beyond because they know you won’t be sweeping up behind them, changing everything that they’ve done. They’ll be excited about their job, and will take the success (or failure) of your business personally.

5. Recognize your own bad behavior. So the saying goes, the first step is admitting. Once you recognize your own micromanaging tendencies, you can begin to change them. Working with a management consultant or executive coach can be a huge help for those with the tendency to micromanage.

No matter how you look at it, micromanagement is a huge problem that needs to be stopped before it destroys your firm. You want—no, you need—empowered employees who aren’t afraid to step up and lead. Forget about the robots who need to be told what to do, and how to do it. Hire cream-of-the crop-employees, empower them, and you’ll find there is no need to micromanage anything (or anyone) anymore.

Schedule a FREE Discovery Session

Is your firm or business struggling with micromanagement? Are you confident that you have hired amazing people? Are you confident that you have communicated your process for holding your team accountable…to each other? Maybe it’s time to hire your next (or first) superstar hire and empower them to take ownership of your business. Hiring & Empowering Solutions specializes in legal staffing, and offers the only Team Empowerment Academy (TM) in the country. Schedule a 30-minute discovery session with our co-founder, Molly Hall, today. Find out how we can support the evolution of your firm, and ensure its viability today and tomorrow.

November 1, 2018 by Molly McGrath

Why Employee Training & Development Programs Don’t Offer an Immediate Solution

Small law firms are investing more than ever in employee training and development, seeking to better engage their employees and keep them invested in their jobs for the long-term. Don’t get us wrong, employee training and development is hugely important to any small or solo law practice. But we see it time and time again: law firm leadership identifies a learning opportunity or behavioral problem and thinks that investing in an employee training and development program will offer an immediate solution.

But an employee training and development program is only as effective as a law firm’s leadership. If your firm’s leadership has not clarified which groups and individuals are responsible for making certain decisions, they are negating your training efforts. If authority has been delegated in a silo—and only at the very tippity-top of that silo—you are impeding your own team training efforts. If you have not outlined a measurable way to hold your employees accountable for decision-making, then you are standing in your own way. And you need to step aside.

Employee training and development is a highly-effective solution for a lot of traditional business problems: it helps keep balls in the air rather than constantly dropping; it snuffs out office drama; it streamlines operations and keeps your firm running like a well-oiled machine; it draws out each employee’s superpowers; and it empowers your employees to step up and lead rather than await orders and execute as dictated.

But if, at the core of your firm, you’re not meeting these three requirements, there isn’t a training and development program in the world that could help you:

1. An internal system that is aligned with your training & development goals. So, you want your team to feel more ownership of the firm and its performance—you want them to make confident decisions and run with their intrepreneurial ideas. But is your firm structured in a way that enables this level of employee empowerment? Or do you have a managerially “tall” organization, where each layer of leadership is required to approve decisions? Is access to important information limited to certain members of your leadership team? If employees keep running into red tape and feel that they need to ask permission to make even the tiniest decision, how can they be empowered to become leaders?

2. Leaders who are 100% committed to making positive changes at your firm. You’ve taken the first step and figured out the root cause of dysfunction at your firm. Now, are your leaders willing to make changes that solve internal problems and open the doors to an effective employee training and development program? If leaders aren’t ready to relinquish control of your firm’s decision-making processes and trust that their newly-empowered team would be capable of calling the shots, then training and development efforts will be moot.

3. Find solutions, not bandaids. There is the case of one particular firm leader whose team kept reporting back to her that they were stressed out and overworked. With the best of intentions, she rolled out a mindfulness workshop at her firm. This would reduce stress, right? But even though her team reported back that the mindfulness workshop was “interesting”…it still didn’t reduce their stress. The problem is that, to reduce stress, the root cause of that stress needs to be addressed. The mindfulness workshop was just a bandaid—not a long-term solution.

Implementing an employee training and development program under the wrong conditions is a waste of time and money. If you’re unsure about the conditions at your law firm, we’d love the opportunity to connect and assess your situation. Depending on where you are, our Team Empowerment Solution might be the perfect fit for your firm’s leadership and employees alike. Schedule a free discovery session with Molly and find out if your firm is ready to empower its employees and equip them with the tools they need to grow your business.