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Resolving the Enigma of Law Firm Leadership

By Joel A. Rose

An old proverb states that “Trees begin to die at the top.” When a firm finds itself in the midst of a management crisis, the place to begin to search for the source of the problem is at the top of the management hierarchy. This may not be a popular notion or an easy task. The purpose is not to find fault. The point is that an organization does not simply evolve. It must be built in an orderly manner. The values that are important to a firm have to be defined and centrally organized. The responsibility for these goals must be keyed to an organizational factor, whether this is a committee or an individual. If the attorneys have the necessary energy, talent and drive, and there is enough work for the firm, then the structure must be thoroughly examined for the values that have been attributed to each part.

The style and method that differentiates one form of management from another depends upon factors that include the firm's history, the availability of partners with requisite management skills and desire to become involved in the process. Equally important is the firm's economic success, size, location of office(s), type of practice, client base and difference in the personal and professional objectives of partners.

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