Culture in Law Firms
Best Practices for Engagement and Retention in a Hybrid World
Naomi Beard Nelson, Mary Ellen Connerty, Michelle Egan
Published: 2024
Pages: 128
eBook: 9781787429307
Shaping Culture in Law Firms examines how this rapid shift has affected law firms, explores post-pandemic law firm management trends, and explains how law firm leaders can cultivate strong bonds within the firm and with clients, as well as retain and engage top talent.
Culture in Law Firms examines how this rapid shift has affected law firms, explores post-pandemic law firm management trends, and explains how law firm leaders can cultivate strong bonds within the firm and with clients, as well as retain and engage top talent. Crucial to all this is the integration of effective diversity, equity and inclusion (DE&I), wellbeing and engagement strategies.
This Special Report looks at the lessons learned during the pandemic and how they can help refine law firm management approaches to:
Culture: Just as law firms tried to build a sense of culture during all-remote work, they continue to grapple with evolving strategies to foster a dynamic hybrid environment. Relationship- and firm-building are critical to this and the authors explore how many firms, as part of the ‘return-to-office’ pitch, have sought to articulate (i) what’s unique about their workplace; and (ii) how some level of in-person work is essential to forging strong relationships between colleagues and clients.
DE&I: The authors explore to what extent firms are developing their return-to-office diversity and inclusion strategies and how this is underpinned by increased productivity and engagement from staff who are adequately equipped to balance work responsibilities with, for example, parenting, caring for older relatives or personal needs.
Wellbeing: A true sense of inclusion and belonging is intrinsically linked with a sense of wellbeing, and the pandemic significantly increased awareness of the importance of employees’ physical and mental health. The need for workplaces to embrace and support employee wellbeing is considered in this report, and a spotlight is shone on current best practices for advancing wellbeing in a high-intensity law firm environment.
Culture in Law Firms offers unique insights and expert guidance for senior law firm management (including managing partners, chairs, executive committee members, c-suite professionals and HR departments) as they navigate the ‘new normal’ to develop robust strategies for the hybrid workplace and beyond.
Table of Contents
| Cover | Cover | |
|---|---|---|
| Title | 1 | |
| Copyright | 2 | |
| Contents\r\n | 3 | |
| I. Introduction | 9 | |
| 1. Bounce forward, not back | 9 | |
| 2. Whatever the new normal is going to look like, it has to be designed | 10 | |
| 3. Culture currency | 11 | |
| 4. The role of culture in changing work environments | 11 | |
| 5. What’s in this report? | 13 | |
| 6. Global application | 13 | |
| II. Leadership and communication | 15 | |
| 1. What it is and why it matters | 15 | |
| 2. Considerations in a hybrid work environment | 16 | |
| 2.1 Listen well and listen often | 16 | |
| 2.2 Proximity bias awareness | 17 | |
| 3. Generational opportunities | 18 | |
| 3.1 Four generations in the office | 18 | |
| 3.2 New way of leading | 19 | |
| 4. Change management | 19 | |
| 4.1 New way of leading | 20 | |
| 4.2 The versatile leader | 20 | |
| 4.3 The inclusive leader | 22 | |
| 4.4 The evolved leader | 23 | |
| 4.5 This applies to all leaders | 25 | |
| 4.6 Support your leaders | 25 | |
| 4.7 The clear communicator | 27 | |
| 4.8 How and when to communicate | 27 | |
| 4.9 Communication preferences | 28 | |
| 4.10 Space for new (Millennial) leaders | 28 | |
| 4.11 Key takeaways | 32 | |
| III. Developing people | 33 | |
| 1. What it is and why it matters | 33 | |
| 2. Considerations in a hybrid work environment | 34 | |
| 2.1 Upstream digital hesitation | 34 | |
| 2.2 Opportunities for advancement | 35 | |
| 2.3 The new role of the office | 35 | |
| 2.4 Set an example by coming in – and by asking | 37 | |
| 3. Generational considerations | 38 | |
| 3.1 Millennial priorities | 39 | |
| 3.2 Gen-learning styles | 40 | |
| 3.3 Focus on happiness | 41 | |
| 4. Change management | 41 | |
| 4.1 Feedback, feedback, feedback | 42 | |
| 4.2 Review upward (and all around) | 43 | |
| 4.3 Don’t neglect – or misuse – performance reviews | 44 | |
| 4.4 Make reviews positive and forward looking | 44 | |
| 4.5 Don’t skimp on reviews | 45 | |
| 4.6 Consider doing reviews more often | 45 | |
| 4.7 Performance lay-off cautions | 45 | |
| 4.8 Formal training continues | 46 | |
| 4.9 Addressing the talent gap | 46 | |
| 4.10 Ready to launch | 47 | |
| 4.11 Tell your clients what you’re doing | 49 | |
| 4.12 Keep mentoring, and mentoring, and mentoring | 49 | |
| 4.13 Build skills | 50 | |
| 4.14 Summer programme evolution | 51 | |
| 4.15 People management | 52 | |
| 4.16 Holding back | 52 | |
| 4.17 Confidential in-house coaching | 52 | |
| 4.18 Soft landing for exits | 52 | |
| 4.19 Key takeaways | 53 | |
| IV. Well-being and flexibility | 55 | |
| 1. What it is and why it matters | 55 | |
| 2. Considerations in a hybrid work environment | 57 | |
| 2.1 Return to the office | 57 | |
| 2.2 Associate frustration | 59 | |
| 2.3 The policing challenge | 59 | |
| 2.4 Bonus jeopardy | 60 | |
| 2.5 The well-being case for flexibility | 60 | |
| 2.6 The well-being case for coming in | 61 | |
| 3. Generational considerations | 62 | |
| 3.1 Gen Z values | 63 | |
| 3.2 Finding common ground (and support) | 63 | |
| 4. Change management | 65 | |
| 4.1 Importance of psychosocial safety | 65 | |
| 4.2 Remove the stigma | 66 | |
| 4.3 We’ve seen some improvement, but not enough | 66 | |
| 4.4 Costs and benefits | 67 | |
| 4.5 Steps to removal | 67 | |
| 4.6 Elevate all voices | 68 | |
| 4.7 Train and support managers | 68 | |
| 4.8 Be creative in your delivery | 69 | |
| 4.9 Bring on resources and staff | 70 | |
| 4.10 The billable dilemma | 70 | |
| 4.11 Work–life hanging in the balance | 73 | |
| 4.12 The need to disconnect and sleep | 73 | |
| 4.13 Key takeaways | 74 | |
| V. Relationships, engagement and collegiality | 75 | |
| 1. What it is and why it matters | 75 | |
| 2. Considerations in a hybrid work environment | 77 | |
| 2.1 In-office engagement | 77 | |
| 2.2 Remote and hybrid concerns | 78 | |
| 2.3 Harmful virtual exchanges and (undetected) virtual microaggressions | 78 | |
| 2.4 In-office mandate cautions | 79 | |
| 3. Generational considerations | 80 | |
| 3.1 Different communication | 80 | |
| 3.2 Different normal | 81 | |
| 3.3 Different preferences, sort of | 81 | |
| 4. Change management | 81 | |
| 4.1 Keep connecting | 82 | |
| 4.2 Create more channels | 82 | |
| 4.3 Empathy and psychological safety | 82 | |
| 4.4 High-value interactions | 83 | |
| 4.5 Structure unstructured time | 83 | |
| 4.6 It’s okay to disagree | 83 | |
| 4.7 Keep it casual | 83 | |
| 4.8 Include everyone | 84 | |
| 4.9 Key takeaways | 84 | |
| VI. Diversity, inclusion and belonging | 85 | |
| 1. What it is and why it matters | 85 | |
| 2. Considerations in a hybrid work environment | 87 | |
| 2.1 In-office consequences for under-represented groups | 87 | |
| 2.2 Equalising work access | 88 | |
| 3. Generational considerations | 88 | |
| 3.1 Different definitions of diversity and inclusion | 88 | |
| 3.2 To Millennials and Gen Zers, diversity is a must | 89 | |
| 4. Change management | 89 | |
| 4.1 Look at the data | 91 | |
| 4.2 Support clients | 91 | |
| 4.3 Where are you recruiting? | 91 | |
| 4.4 Artificial intelligence (AI) | 93 | |
| 4.5 Structure is good | 93 | |
| 4.6 Consider everyone | 93 | |
| 4.7 Create belonging | 94 | |
| 4.8 Listen | 94 | |
| 4.9 Universal diversity and inclusion | 94 | |
| 4.10 Key takeaways | 96 | |
| VII. Recruiting and onboarding | 97 | |
| 1. What it is and why it matters | 97 | |
| 2. Considerations in a hybrid work environment | 98 | |
| 2.1 Most are looking for flexibility | 98 | |
| 2.2 Lateral (and new lawyer) recruitment and onboarding made easier | 99 | |
| 2.3 Group mobility | 101 | |
| 3. Generational considerations | 101 | |
| 3.1 What Gen Z wants | 101 | |
| 3.2 Who wants to be a partner? | 102 | |
| 4. Change management | 103 | |
| 4.1 Be specific about who you are as a firm | 103 | |
| 4.2 Articulate your purpose | 103 | |
| 4.3 What matters most? | 104 | |
| 4.4 Pay and performance transparency | 104 | |
| 4.5 Be specific about your policies and consider being flexible | 105 | |
| 4.6 Provide resources | 105 | |
| 4.7 Provide a plan | 105 | |
| 4.8 Pay for attendance? | 105 | |
| 4.9 Alternative billing tracks | 105 | |
| 4.10 Keep recruiting your own lawyers | 106 | |
| 4.11 Key takeaways | 106 | |
| VIII. Conclusion: embracing change | 107 | |
| 1. Versatile, inclusive, evolved leadership and communication | 107 | |
| 2. Refocus on talent development | 108 | |
| 3. Do well at well-being and flexibility | 109 | |
| 4. Relationships, engagement and collegiality | 109 | |
| 5. DIB is still allowed – and important | 110 | |
| 6. Recruiting and onboarding lessons | 110 | |
| Notes | 113 | |
| About the authors | 126 | |
| About Globe Law and Business | 128 |
As the legal profession continues to struggle with disproportionately elevated levels of behavioral health issues such as depression, burnout, and substance misuse, we've learned that only leadership can institute the changes required to stem this tide. "Culture in Law Firms" is the exact book needed at this pivotal time to guide our profession to a substantive transformation of the way the practice and business of law is conducted. The authors' attention to hybrid workplaces, generational effects, and change management tactics makes this a must read for all leaders in the legal space and is one that I expect to turn to often in my consulting work.
Bree Buchanan, JD
Senior Advisor, Krill Strategies; Co-founder, Institute for Well-Being in Law; Commissioner, IBA Professional Well-Being Commission
In Culture in Law Firms, the authors delve into the intricate dynamics of legal culture within the context of hybrid work environments. They skillfully navigate topics such as leadership, communication, and the development of people... This report is an invaluable resource for legal professionals who aspire to lead with vision and inclusivity in the era of technological advancement.
Kathleen Pearson
Global Chief Talent Officer, McDermott Will & Emery LLO
In discussing the post-Covid 'hybrid' world, this book analyses aspects of good leadership and communication; 'change management'; developing staff and wellbeing; and recruitment... The book includes an analysis of how different generations, such as millennials, boomers (that's me), and GenX and GenZ approach work... This is a helpful guide.
David Pickup
Law Society Gazette
Culture in Law Firms is a thoughtful, comprehensive, and practical analysis of the rapidly shifting dynamics that impact how leading firms are working today. The authors adeptly address the intersections between evolving leadership styles, renewed expectations to prioritize wellbeing, and the fundamental role that culture plays in supporting an engaged and productive legal profession. This is a must-read for current and aspiring leaders.
Christina McCarthy
VP, Member Engagement and Operations, One Mind at Work
Naomi Beard Nelson
Founder and CEO, Beard Strategies, Inc
[email protected]
https://www.linkedin.com/in/naomibeard/
Naomi Beard Nelson has been a leader in law firm consulting and executive coaching for over 17 years. Following a decade of practising law in large law firms, she shifted focus to consulting and coaching. Naomi helps firms optimise their talent development, engagement and retention strategies. With deep insight into the shared challenges faced by today’s top law firms, she advances change at the individual and organisational level. Her instinct for tapping into each client’s strengths and needs enables them to surmount sizeable obstacles to realise ambitious goals.
Naomi is immersed in cutting-edge topics like hybrid work, building resilient firm cultures, developing leaders, designing retention strategies and advancing inclusion and well-being. Her approach is collaborative, incisive and rooted in up-to-the-minute market intelligence. Her clients count on her to go the extra mile and attain world-class outcomes.
Mary Ellen Connerty
President, ME Connerty Consulting
[email protected]
https://www.linkedin.com/in/mary-ellen-connerty-she-her-hers-9473367/
Mary Ellen Connerty has over 30 years of experience leading talent development in professional services consultancies and law firms. A proven leader in diversity, equity and inclusion (DE&I), talent development systems, leadership growth and culture-building initiatives, she is also a seasoned human capital consultant. Most recently, Mary Ellen spent 10 years at O’Melveny & Myers, leading its DE&I and engagement efforts. She successfully grew the ranks of women and attorneys of colour through innovative recruiting and retention programmes, including new assessment tools that help eliminate bias, an inaugural engagement survey, diversity-specific professional development retreats and an analysis of systemic bias. During her tenure, the firm was repeatedly recognised for its DE&I achievements by organisations like Great Place to Work, Working Mother, Chambers, the Human Rights Campaign, AmLaw and Vault.
Michelle Egan
President, JME Advisors
[email protected]
https://www.linkedin.com/in/michelle-egan-consultant/
With over 30 years of experience as a law firm business professional, Michelle Egan helps firms optimise their talent development programmes, retention strategies, human resources initiatives and organisational cultures. Michelle’s work with large firms – both in the United States and abroad – has given her a keen understanding of organisational behaviour and the business challenges unique to the legal industry.