Last week, I received an email from a managing partner of a successful firm. He had just received an invitation from a legal education organization encouraging him to enroll in a CLE. Included in the invitation was the following list of what lawyers should worry about:
Things to worry about:
- Worry about courage.
- Worry about integrity.
- Worry about efficiency.
- Worry about whether you're a good enough listener.
- Worry about whether you're honing your skills.
Things not to worry about:
- Don't worry about popular opinion.
- Don't worry about the past.
- Don't worry about the future.
- Don't worry about triumph.
- Don't worry about failure unless it's your fault.
- Don't worry about satisfactions.
Things to think about:
- How thorough is my legal knowledge?
- How good am I as an analytical thinker?
- Do I really understand people, and do I get along with them?
- Are my skills better this year than they were last year?
His question to me was:
"How can you not worry about the future – that is what we are trying to improve!"
I believe the answer to his question can be found in the following quote from management guru Peter Drucker:
" The best way to predict your future is to create it."
I think every great lawyer wants to deliver exceptional value to clients, be part of a successful and innovative law firm and have security about the future.
The key to achieving these goals is to have the discipline to not let the urgent get in the way of the important.
You can accomplish this by taking a strategic pause from the "urgent" day- to- day activities and focus on the "important" long-term strategic activities.
Give consideration to an annual law firm retreat. In the retreat, focus on thinking critically, anticipating, deciding, aligning, learning and following up on breakthrough strategies that will move your firm in the direction you want it to go.
We are experiencing change faster today than at any other time in our history. Instead of worrying about the future, create the future you want.
The following are a few questions to ask the leaders in your firm :
• Where is your firm today? ( Who are your clients? What is the culture of your firm? What are the firms critical issues and success factors? Assess and synthesize multiple sources of information)
• Where does your firm want to be in the next 3-5 years? ( Look beyond the periphery of your current business)
• What is your plan for achieving your goals? ( What needs to change? How are you prioritizing key strategies? What will you start doing more of/less of? )
What do you worry about? How do you take a "pause" from the urgent and focus on the "important"? What challenges do you face when trying to align your partners around a long-term vision?