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Training for Lawyer Management

By Joel A.Rose

Information available about managing law offices in which authors of books and articles, and speakers at seminars, describe the role of lawyer management is expanding. Hardly a week passes without us receiving information about a new publication or seminar advising us on law office management. However, information is not readily available about what specifically managing partners and members of management committees should do to coalesce their partners, associates and staff into a well-managed and informed organization, with all of the professional and administrative personnel working together to achieve the firm's immediate and long-term objectives.

After years of analyzing the personal and professional styles of lawyer managers, three inescapable conclusions have become readily apparent to me: 1) The authority of lawyer management is derived from the willingness of partners to be managed; 2) Partners in most law firms perceive themselves as being owners of the firm, having certain prerogatives and independence, not as employees to be “managed”; and 3) Law firms have their own personalities and cultures; and management techniques that may be effective in one firm may be marginally or not successful in another.

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