You can be the brightest spark in the office but if people can never get hold of you, or after they do you take ages to respond or are simply unreliable, no-one is ever sure you will do the job, professionally you are going to do yourself in.

Nothing beats being accessible, responsive and reliable. You can be the sharpest tool in the workshop, but if you can't be found, don't respond well when used or don't do the job you are called on to do, people will eventually tire of using you. The same applies to professionals. (Sean Larkan image - Old Dairy Gerringong - ©2012)
Nothing beats being accessible, responsive and reliable. You can be the sharpest tool in the shed, but if you can't be found, don't respond well when used or don't do the job you are called on to do, people will eventually tire of using you. The same applies to professionals. (Sean Larkan image – Old Dairy Gerringong – ©2012)

I know of one professional who is highly sought after due to his niche practice and ability. As a consequence he is very busy and time-poor. So busy in fact that he has an automated message responding to his emails, always, saying ‘sorry tied up doing x, y or z. Your enquiry is important, I will revert etc’ – unfortunately, you usually don’t get a response from him, not even later. You soon get the message, his work is more important than your enquiry or message. He has made himself inaccessible, is unresponsive and in your mind will probably not be reliable to deal with. In fact he also appears to be discourteous.

On the other hand we all know professionals who are busier than most, but who still manage to be remarkably accessible, courteous, responsive and reliable – some come to mind for me – Michael Katz, chairman of Edward Nathan Sonnenbergs, Rob Otty, Managing Director of Norton Rose RSA, Jordan Furlong my partner in Edge International, Giam Swiegers, National CEO of Deloitte, Australia, John Poulsen managing partner of Squire Sanders (formerly Minter Ellison, Perth), Roger Collins Chairman of Grant Thornton Australia and Derek Colenbrander CEO of CareFlight Australia.

One of the most enjoyable responsibilities I had as a former managing partner of large firms was to do a short introductory talk to new recently-joined lawyers. The discussion, which we tried to make interactive, commenced by asking what they felt they would need to do or be to succeed in a large firm environment. As one would expect coming from the brightest law school graduates, the responses were varied and fascinating. However, not many picked up on these seemingly obvious attributes: accessibility, responsiveness and reliability. It was possible to emphasise these, providing examples, without names, of lawyers who did not have the best university pass or who were not regarded as the best technical lawyers in their practice area, but who rose to greatness and built substantial practices, at least in part due to these characteristics. I also emphasised that a big part of their early success would depend on their courtesy to staff, mainly support staff.

Your personal brand:
Continue Reading

In the recent WSJ article “Stark choice for lawyers – firms must merge or die  author Jennifer Smith reasons that due to client and competitive pressures law firms have a ‘stark choice:  to ‘merge or die’. As a result, she says, there has been a ‘flurry’ of merger deals.

A decision by a law firm to merge or not should ideally be the result of a carefully thought through strategy, and implementation of that strategy and the firm's vision, not a knee-jerk reaction to competitive and client pressures. It should certainly also not be because other law firms are doing it. (Illustration adapted from FT image, graphic artist unknown)

The author’s conclusions are hard to reconcile with the actual numbers relied on; only sixty deals world-wide last year (2011) which is understood to be based on the Altman Weil Mergerline. While it is hard to get accurate numbers of law firms per country, based on a rough guesstimate of close to 60,000 for the USA and say 30,000 for the rest of the world, this number represents a minuscule fraction. It leaves one to wonder what is happening to the other 99.9% of law firms?

Unfortunately headlines and statements like this appearing in a respected publication like the WSJ, when repeated, re-tweeted and commented on, can over time lead to unintended and unwanted trends in the legal profession. As I have written elsewhere, while lawyers are sometimes referred to as cats (the oft-repeated being hard to herd/manage etc.) law firms can be like sheep – if one respected firm does something (especially when the pressure is on) others are more likely to follow suit (remember the ‘wait and see’ attitude about staff cuts during the GFC?). It seems some firms will not do anything different until others have tested the water. We have all heard the question around the partners table “what are Able Bodied and Bloggs doing about this?”
Continue Reading