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Understanding Your Firm's Organizational Culture As a Path to Success
The leaders of modern organizations, law firms included, are beset with exhortations to change. Dynamic change, transformational change. How do you drive it? How can the firm look different tomorrow than it did today? It seems as though few components of a firm are exempt from calls to re-imagine and re-engineer. While it is critical for institutional learning to include the mastery of shifting competitive dynamics, recognizing and reinforcing the valuable fundamentals that do work is just as important. Knowing who and what you are is just as powerful as knowing what you want to be. This identity, which drives lateral recruiting, mergers, departures and development, is organizational culture.
For many law firms, culture is often thrown into this change basket without giving proper thought as to whether it is actually advantageous or aligned with strategy. One reason for this is that climate, which comprises the more temporal and subjective reported experiences of individuals within a firm, can be confused with culture, which comprises long-term, widely held common expectations within a firm that explain why those experiences happen. And, given the complexity of the owner-manager structure of a law partnership, where more voices are heard at the same volume than in a hierarchical corporation, the positive fundamentals of culture can be more difficult to identify.
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