Without the ability to listen, a lawyer-manager may often miss critical information a team is seeking to share.
Before we get into the tips,
however, let me fi rst clarify why I refer here to “lawyer-managers” as opposed to just managers. Notions of what makes a lawyer eff ective vary, but lawyers are typically considered good if they get their clients favorable outcomes, if they are strong analyti- cal thinkers, professional, persuasive, and use good business judgment. I think that to be considered a great lawyer one also has to know how to manage people. T at said, let’s get right into four key traits of good lawyer-managers.
1. Willing to Entrust—Good lawyer-managers learn how to commit responsibility for deliv- ering excellent work product in trust to their teams. Good lawyer-managers allow their teams to be the owners of projects, which may be uncomfortable. It is risky to entrust someone else to deliver a high-quality product or result under your name. T ere can be comfort in excessively controlling everything, including the minor details. However, a good lawyer-manager learns the strengths and weaknesses of his or her team, and from then on, entrusting them becomes a calculated risk. With this approach, there may be a chance of failure, but the probability of that chance is estimated before some action is undertaken. Good lawyer-managers
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plan for the likelihood of failure with forethought and therefore are better prepared if something goes wrong.
2. Ask Questions—A good lawyer-manager realizes that he or she needs complete informa- tion to properly lead the team. By regularly asking questions to understand roles, problems, history, and background, a good lawyer-man- ager encourages the exchange of ideas and information amongst his or her team. T is inquisitiveness ultimately leads to the lawyer-manager’s ability to make more fully informed decisions.
3. Make Time—Lawyers are extremely busy. No one has time these days. However, managers have to fi nd time to check in regularly with their team. Good lawyer-managers make time to hear the needs of their team, understand how projects are progressing, give people the opportunity to ask their questions, and observe the dynamic playing out amongst team members. A lawyer-manager who makes time for his or her team reaps the reward of a team that feels connected and engaged with their supervisor.
4. Communication—One of the most critically important aspects of managing is giving clear direction.
Lawyer-managers are responsible for communicating verbally, through email, and even by using body language. Expectations must be con- veyed plainly and unambiguously. No team member should ever be confused about who is responsible for what, when items are due, how projects will be completed, and what is expected of them. Leaders often fail to explain why certain work is being performed and fail to give context to, or explain the bigger picture for, decisions related to a project. Communicating about purpose cannot be underestimated. Open and frank communication facilitates a team’s effi ciency.
5. Listening—Lawyer-managers must be keen listeners. T ey must be able to hear their staff , which requires them to stop and actively engage in the process of becoming aware of the thoughts, ideas, and concerns of the people working for them. Good lawyer-managers must pay attention to the verbal and non-verbal communication of their team in order to receive the value the team brings to the table and antici- pate the problems the team might face. Without the ability to listen, a lawyer-manager may often miss critical information a team is seeking to share.
T ese are just fi ve of a host of other
attributes that make lawyers eff ective managers. Any lawyer who is respon- sible for leading one or more team member should give great consider- ation to how they manage. To take stock in current management skills and to improve upon them, lawyers might consider getting upward feedback from their staff , taking management courses, and reading a variety of management books. Know- it-alls truly should know it all. D&B
Lori L. Garrett is MCCA’s vice president and managing director for MCCA’s southeast region. She heads MCCA’s professional development services.
MARCH/APRIL 2012 DIVERSITY & THE BAR®
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