Hiring & Empowering Solutions

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The Qualities You THINK You Need Probably Aren’t What You ACTUALLY Need

leadership qualitiesLaw firm leaders are tasked with the challenge of setting the direction of the entire organization. To be worthy of a leadership role, an individual must be respected and influential. They must be effective revenue generators with a long list of distinguished legal accomplishments. They must be able to attract and retain customers, and manage a large book of business. Right?

Not so much.

Respect and influence, the ability to generate revenue, praise-worthy accomplishments…sure, these are all impressive qualities. But which of them would enable a leader to engage and retain employees, propel organizational productivity, and drive customer satisfaction across the board? Which of these qualities will help them develop an effective marketing strategy, or make decisions about the firm’s long-term performance trajectory? None of them.

The problem, when law firm leaders run their organizations on respect, influence and authority alone, is that they never actually step up and lead. They make decisions in a vacuum, failing to keep what’s best for the firm in mind. Too often, leaders play rainmaker and bend over backwards to maintain client relationships…a great strategy for short-term sustainability. But when it comes to long-term sustainability, leaders need to develop their firms and their teams, making sure that employees are engaged, empowered, and properly trained. If leaders aren’t staying focused on these tasks, the firm is in serious trouble.

Likewise, if leaders aren’t focused on the right goals, the firm is bound to suffer. Performance metrics are great goals for attorneys. However, leaders must keep a keen eye on team and organizational goals, as well as on building relationships with team members and clients alike. On collaborating, and leveraging a diverse set of skills to solve problems and improve firm performance.

It’s time we say goodbye to the leadership ideal of respect, influence and authority, and start ushering in a new era of leaders who possess the following 7 leadership skills:

1. Has a firm handle on the firm’s long-term strategy and goals, and the ability to communicate that vision to team members in a way that excites and motivates them to perform

2. The ability to develop team members in a way that is aligned not only with the firm’s needs, but also with the individual’s career goals

3. Gets the job done and achieves positive results, against all odds

4. Collaborates rather than competes, and handles conflict quietly

5. Builds a professional network inside and outside of the firm

6. Is a social chameleon; can get along with a diverse group of team members, clients, and stakeholders

7. The adaptability to change demeanor as needed, based on the demands of whatever situation is arising

The challenge with these leadership skills is that they aren’t part of any law school’s curriculum. A leader must take it upon themselves to learn these skills, which means that, in addition to the 7 skills listed above, effective law firm leaders also need to have a learning mindset. But learning mindsets and egos oftentimes conflict, and convincing leaders to spend time perfecting skills that don’t directly generate revenue isn’t easy.

Leadership development programs designed specifically for law firms—like our Team Empowerment Academy—can be highly effective training and development tools, teaching leaders how to lead more effectively, and teaching team members the skills they need to support their leaders in a meaningful (and measurable) way. Our program generates real results in just 8 weeks, and it does that by taking into consideration the nuances of each leader or team member’s personality, determining their strengths and weaknesses, and figuring out how they can best work together for the benefit of the firm as a whole.

If you’re interested in empowering your team with the leadership skills you ACTUALLY NEED—not the leadership skills you THINK you need—email [email protected] or contact us using the form below to request a free 30-minute Discovery Session with our founder, Molly Hall.

Request a FREE 30-Minute Law Firm Discovery Session

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Be a Leader, Not a Friend: The Importance of Setting Boundaries at Your Boutique Firm

leadership small solo law firmWe know how challenging it can be, standing at the helm of a small law firm. Never mind the whole buiding-a-business-and-being-awesome-at-delivering-legal-advice-and-services thing. Leading a team poses a whole new series of obstacles in a small solo law firm setting, but the success of your firm depends on your ability to navigate those challenges as seamlessly as possible.

And rule #1 of effective team leadership at a boutique law firm is this: set boundaries between you and your employees.

We’re not saying to be cold towards your employees. And we’re not saying to be all business, all the time. It’s important to cultivate something of a relationship with each member of your team—knowing what’s going on with their kid’s baseball team, or checking in on an ailing spouse. This shows compassion and empathy—it makes your team members feel important, acknowledged and appreciated—and is imperative for fostering loyalty amongst your staff.

But when the nature of relationship crosses from acquaintanceship into BFF-land—when you cross that very important boundary—well, you’ve gone a step (or two) too far. Getting too close to your employees can backfire, big time. Here’s how:

1. Dropped balls and missed opportunities: When you’re besties with your team, they may get lax about following up on new business opportunities, even when you basically spoon-fed them to your employees. They feel there will be no consequences for the lack of follow-up. They leave it to you to pick up the slack, trusting that you’ll understand because you know how stressed out they are about their problems at home/parenting woes/messy divorce/dating dilemmas/insert other personal problem here.

2. Lack of respect. Get too buddy-buddy with your colleagues and just wait to be undermined by your team. While healthy collaboration is great, when your authority and decision-making skills are called into question, chances are you’ve crossed the too-close boundary…

3. Damaged loyalty. The complete opposite of what you were probably trying to accomplish by getting super close with your team, right? When your employee’s feel like you’re more of a friend than a leader, they’ll truly believe that you want them to take their show on the road to take advantage of a great job offer from a competitor.

4. Constructive feedback feels more like backstabbing. If giving honest and necessary feedback has become a challenge…you guessed it, you’ve gone too far into the friend-zone. Being able to honestly and accurately measure performance is key, not just to the growth of your boutique firm, but also to the development of your team members!

We understand the desire to create a close-knit team at your boutique law firm, but there is a way to balance professionalism and congeniality. Aim to be a mentor and champion—not a manager, and definitely not a friend.

Starting a boutique law firm is filled with challenges—many of them expected: building your clientele, marketing your firm, hiring a team, etc. But resisting the urge to get too-close-for-comfort with your people, especially in a setting as intimate as that of a boutique law, firm can be an unexpected obstacle that can leave you with a hard-to-motivate team, with a lack of respect and a sense of entitlement.

Be a More Effective Leader, Now!

For more advice on how to be an effective leader, take advantage of our free e-Book download: Intrapreneurs in an Entrepreneur’s World: How to Empower Your Team to Step Up and Lead. The bestselling book is filled with advice to help leaders at small law firms just like yours to take their good teams and turn them into extraordinary teams.

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So, How Do You Know If You’re Managing or Leading Your Team? Ask Yourself These Questions…

managing vs. leadership

Leaders tend to be leaders, no matter where they go. But there is a big difference—and a slippery slope—between leadership and management. And trust us, you want to fall on the leadership side of that slope.

Managers provide direction. Leaders provide direction and motivation. Managers provide instruction. Leaders provide instruction for a greater life, day in and day out. That is the difference between managing and leading.

Maybe you’re in a management role and have specific duties to accomplish and benchmarks to achieve. But still, you never want to find yourself in a position where you’re managing employees, especially if you’re an entrepreneur or working for one. The thing is, people can manage themselves. Your team comes “battery included” and needs little more than to be held accountable for achieving certain results.

But what about training, you ask? Employee training is different than management. Training, helping co-solve a problem, or providing advice for professional growth—those are all good things. What isn’t a good thing is trying to convince a team member that they want to be on your team. Grouchy, pessimistic and generally unsatisfied team members will serve no purpose than wasting your time and energy as you try to motivate and encourage them. Don’t waste your time.

Managing your team—versus leading your team—will give employees a crutch. They will count on you for constant inspiration, and then get angry and quit when you can’t provide it. And what human can inspire others, on demand, always?

Not only that, but when those angry employees leave, you’re left with a team that has learned to ask for inspiration rather than find it on their own. They have been taught by bad example, and it will come back to bite you…

Leadership, however, is where it’s at. By providing your team with an upbeat work environment with plentiful opportunities to grow and learn, they won’t need motivation to work hard. They won’t need to be convinced that your firm or company is amazing and awesome and the greatest place to work ever. Rather, employees will be self-fulfilled and self-motivated—at least those employees who come “batteries included.” Simply providing your staff with leadership in the direction you should all be working towards, as a team, is the greatest mark of a true leader. You don’t need to jumpstart your team every day. You don’t need to micro-manage every little task because your people have no idea what they’re doing, how to do it, or why they’re doing or. You just need to practice employee empowerment and guide your team towards a common goal.

Easy peasy.

So, how do you know if you’re managing or leading your team? Ask yourself these questions:

Do your people come to you with complaints, looking for a pep talk and a pat on the back before sending them back into the game, coach?

Or do your people come to you with complaints…and a proposed solution?

Pep talks are overrated. Living in the problem works to no positive end. Employees who live in the solution help rid you and your team of negativity and hand-holding. And it helps develop and grow employees into leaders who will step up and grow your firm or business.

You only have a limited amount of financial and human resources to invest in your people. Use it wisely. Use it for “great;” not for “good enough.” Great team members will step up and lead, and will manage themselves. Which leaves you in a position to lead more, manage less, and experience real success, sooner.

Need Help Finding Those “Great” Employees?

Lucky for you, we’re really great at helping boutique law firms and other companies find, recruit, hire and train great employees. Contact us to learn more about out Smart Hire Solution™ process and how we can take on the task of staffing your firm while you do what you do best…and grow it.

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Employee Engagement & Empowerment: What’s In It For You?

employee empowerment & engagementEmployee empowerment is one of those big business buzz words that sounds to be in favor of the employee, but not necessarily the employer. However, when properly engaged and empowered, employees can relieve executives of some of the weight on their shoulders. By stepping up and becoming leaders, your entire organization stands to benefit: good decisions can be made faster, resulting in more satisfied customer, which, in turn, brings in more referral business. Not only that, but employees will be happier and more loyal, which improves the whole dynamic of your corporate culture.

Employee empowerment is totally a win-win.

But what does it look like? Engaged and empowered employees want flexibility and a positive work environment. They want to be part of a team with open and transparent communication, all working towards a set of common business goals. To foster employee empowerment and engagement at your organization, think about these factors:

1. Corporate culture & mission. Peel back the layers of your corporate culture and make sure there is a compelling mission driving the purpose of your business. Not only will you be able to tailor your hiring to those who your mission resonates with, but you’ll also ensure all members of your team are on the same page, working towards the same overarching goals.

2. Clear communication about…everything. Make sure each employee knows what is expected of them, and what they have the freedom to do. If you have a message that needs to be heard, some experts recommend that you communicate it seven times to get the point across! Be transparent and give employees the information they need to step up and lead. You also need to make sure that communication is a two way street—employees should feel comfortable speaking openly and honestly with you, too.

3. Encourage decision-making. When employees know they have the ability to call the shots, they have the chance to truly step up and lead. Not all of them will, but the ones who do will make a real difference at your company.

4. Create cross-functional teams. The days of business silos are gone, and a new, cross-functional teamwork platform has emerged triumphant! Build teams that leverage the expertise of your entire corporate family, encourage members to take leadership roles within their teams, and reap the benefits of improved communication and the ability to find better solutions to business challenges—faster and more resourcefully.

5. Keep the customer in mind. Don’t forget the bottom line. Make sure employee engagement and empowerment initiatives are connected back to customer satisfaction and, ultimately, profitability and success. As you begin to implement these empowering changes at your organization, make sure you can track them back to a measurable return.

At Hiring & Empowering Solutions, were huge advocates for employee engagement and empowerment. Our management consultants have even written a book on the topic—and you can download a copy for free, just by signing up for our email list.

Download Your Free e-Book

Download your FREE copy of, “Intrapreneurs in an Entrepreneur’s World – How to Empower Your Employees to Step Up and Lead!” Now is the time to create a future of possibilities, opportunities and empowerment to keep the learning and growing evolving.

Just complete the brief form below and we’ll email you a copy of our book!

 

It’s a new world out there, and the workforce is demanding more flexibility, more communication, and a more positive work environment. It’s harder than ever to foster loyalty amongst your employees, but by engaging and empowering them, your chances are much better.

Contact Hiring & Empowering Solutions

If you’d like to learn more about Hiring & Empowering Solutions and the tools we offer to help improve employee empowerment and development at organizations across the country, contact us using the brief form below.

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Why your employees might be hiding … from you

It pains me to say, I have seen it firsthand. Whenever accountability is on, I see people turning the other way and hiding from me when they see me coming or requesting a meeting ? especially when cash flow and/or leads are in trouble. I have walked into (too) many meetings when I am in overdrive mode and inspecting every detail and holding people accountable, and I have felt the energy in the room deflate the second I walk in. People don’t even want to be around me. We’ve discussed how necessary leadership is to any growing company and how it can be a lonely place for a leader to balance the needs of their team with their own and try to enroll (and excite) their team into WHY this is beneficial for them.

We’ve shared how the strategy of “leading by example” can provide leadership for your team in a leveraged, structured manner. Here is another strategy to produce results, while allowing you to maintain a balance between the demands of your team and your own needs.

The Setup for a Productive Week

Team meetings are often a giant cluster of miscommunication; half the team is arguing about HOW to do something, while the other half is daydreaming. At least one person is upset and at least one is just sitting there shaking their head “YES” to everything to keep the peace and hopefully get out of there. However, with the day-to-day reaction to whatever is the hottest (and loudest) in a small business, it’s impossible for a team to be effective and avoid miscommunication without having intentional, uninterrupted meetings once a week, as a group, on goals and issues that impact the team. It also makes sense to make group announcements ONE TIME to everyone, versus FIVE TIMES to each person individually, or worse, getting stuck in an email game of “communication ping pong.”

Most team members run and hide from any mention of a “meeting.”  They simply want to get their work done. They don’t want to talk about it or strategize about it ? they just want to do it! And God forbid, if they do it wrong, they don’t want to have 10 more meetings about how to do it right.

As much as we can commiserate about sitting through long, drawn out, useless meetings with endless discussions and nothing accomplished, it’s imperative that you set your week up to be productive with the following HOUSE RULES for running a concise, effective weekly team meeting where everyone gets their needs met:

  1. Start your week with a team meeting, whether Monday or on your company’s first business day of the week. Who needs a meeting at the end of the week to discuss what’s already happened? Monday team meetings help plan for the week and get everyone on the same page ? think locker room huddle before the Super Bowl.  It MUST be on the same day, at the same time each and every week, so everyone can plan on being there. This meeting is sacred and should never be postponed.
  2. The meetings should be no longer than an hour. Any longer and we tend to look for trouble and drama.
  3. Everyone attends the meeting ? from the boss to the receptionist. No exceptions. That’s why it’s called a TEAM meeting.
  4. All phones are turned off! Office phones go to voicemail with a recording that lets callers know you’re in a team meeting from X a.m. to X a.m. and will return calls at X a.m. No cell phones or tablets. (We know those little devices makes you feel very important … but they are a blatant display of disrespect. And we promise your listserv email responses of “me too” can wait an hour.)
  5. Create ground rules for communication, i.e. levels and deliverability of honest-while-respectful information, accountability, not taking things personal and the freedom to have a sacred container for such communication in the spirit of reaching goal. Too often if you don’t set that stage up front, people will get upset (usually by the end of the first meeting) and stop contributing because they don’t feel safe.
  6. A predetermined, consistent leader should run the meeting with a standard agenda. The leader should never be the owner of the business. Everyone should be made aware of the agenda prior to the meeting and come prepared and organized.  If the team leader is you, take responsibility for bringing the necessary implements (current schedule, copies of tools/worksheets, pencils, etc.). You can prepare for it at the end of the day Friday, or come in early Monday morning ? whatever works for you. (You don’t want to have to say, “I don’t have that” five times during one meeting.) The key is to be accountable. The result is an effective Monday morning meeting and respect from your boss and team.
  7. Keep “Monday morning meeting” agendas and worksheets in front of you all day Monday, until you have all action steps calendared for the bigger strategic items. The easy “gottas” go right from one list to the next until you can knock them off your list, typically by Tuesday. The result is a focused planning day.
  8. At the end of the week, hold a quick meeting to summarize what was accomplished for the week. We call this “The 10-minute team huddle.”

Mondays are “grounding days” and that’s OK! Give yourself permission for Mondays to be the day to do nothing but attend effective, productive meetings in the morning and recover from the fallout of them in the afternoon. Return calls and emails, and accomplish all the “little” things that are delegated to you during your Monday meetings. Call it a huge WIN! The result is that you’ll be able to hit the ground running Tuesday, which will create a productive, kick butt week, because there’ll be no little things hanging around. It also shows efficiency when you complete all those little things right away. Completing all the meeting fallout by end of day Monday also ensures that little follow-ups not immediately handled don’t become major disasters later in the week.

We’ve got a sample “Monday morning meeting” agenda and “ground rules for communication,” right at your fingertips when you join the Team Empower Academy.  Click here now to discover more about empowering your team to step up and deliver!

Molly Hall