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Winning through Practice Excellence
The attaining of best practice can lead to an advantage in which true excellence becomes a winning competitive formula.
by Nick Jarrett-Kerr
What I love about strategic planning is its divergence, in that strategy takes an organisation in a distinctive and unique direction away from (and hopefully ahead of) its competitors.In contrast, the achievement of best practice tends to be convergent in that most (if not all) firms are seeking to implement optimal quality standards, the best available systems, and the most streamlined efficiencies that are currently available.Hence, whilst strategy can be seen as a zero sum game in which firms seek competitive and economic advantage at the expense of other firms, the attaining of best practice can to some extent be seen as a non-zero sum in that firms can all gain or suffer together.This assumes of course that everyone is straining towards the same standards of excellence, but where some firms are striving hard and some are not, then the attaining of best practice can lead to a competitive advantage in which true excellence becomes a winning competitive formula.
I find, particularly in emerging areas of the world, that firms are often keen to see how they can implement best practice processes derived from firms in the UK and USA in order that they can improve their quality assurance to 'best of breed' standards globally. In seeking best practice solutions I see most firms trying to do roughly the same things -- achieve good client service and quality standards, develop efficient and hygienic financial management, gain better productivity, improve processes, manage people well, engage in holistic training and development, get partners to develop better business and generally optimise the firm's performance and profitability. Almost always, when we conduct a strategic review, we pretty quickly discover that firms are far from being as efficient as they can be. Clearly, the legal profession still has a long way to go in terms of operational effectiveness
Hence, a 'best practice make-over' seeks to concentrate on getting the firm to an improved operational state.It is of course good to know what the best firms in the USA and UK are doing in terms of best practice standards.The advent of new providers of legal services and a quick purview outside the legal profession however shows the danger of incestuous benchmarking within the traditional legal services market. In seeking to copycat leading firms, growing firms run the risk of merely aping average practices and replicating poor practice rather than best practice.
My objective and philosophy in advising law firms on matters of operational effectiveness is therefore to try to move way beyond the traditional law firm and wherever possible to learn from innovative and forward-looking organisations both in professional services and in B2B firms everywhere. This can turn a convergent effort (in which all firms tend to ape each other) into a divergent one (in which firms can gain competitive advantage by beating rivals through practice excellence).
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Choosing Industry Leaders
Choosing and supporting an industry group leader requires care and attention
Organic familiarity with the industry
Whether as a result of family background, friendships, or serving clients belonging to that industry, it is essential that an industry group leader be familiar with the industry at least at a basic level. Over time, both the industry group leader and the industry group will acquire much greater knowledge about the industry, but starting from zero makes no sense. Most typically, the industry group leader would act for a signature client who belongs to that industry.
Caveat: Just as litigators resist specializing in industries because they want to be known as ninja warriors capable of fighting anyone, some business-oriented lawyers may demonstrate fear about focusing on an industry to the exclusion of others. As a strategy, focus does not equate to exclusion. A lawyer can be a phenomenal industry group leader or member of an industry group and still have interests in other industries simultaneously. How this is messaged to the consumer/client is a different issue to be addressed elsewhere, but the fear reference to may have to be addressed in order to get someone to commit to an industry or indeed to industry group leadership.
Respect of peers
It seems so trite and basic but if an individual does not command the respect of her or his peers, do not select them for this kind of leadership role. Too many leaders, including both practice group leaders and industry group leaders are chosen by reverse logic. They are selected because the firm is afraid not to choose them. This may be because they are a large biller in the area or have a significant degree of prestige; however, such a leader may be a good "head of state" but is not necessarily going to be able to execute to your highest standards.
An opportunity for mid-level partners
Don't be afraid to select someone who is not all that senior. Except for the fact that no one would agree to do it, I would even include senior associates among those to be considered for the position. I'd be looking for energy and drive and ambition here as well as the respect of peers previously noted.
Achiever
Any venture capitalist will tell you that they invest in ideas that are provided by people with a proven track record. Do not select someone who has no billings on the basis that since they have nothing else to do, they might as well do this. The old adage "If you want something done,ask a busy person" applies here. The challenge here is that lawyers are terrible delegators so you may have to help your industry group leaders learn how to delegate significantly so that they can maintain their practicing prowess and still offer you the leadership you need.
Willing to learn (wanting to be better)
A dash of humility is required for excellent performers. They have to appreciate that improvement is possible and crave it rather than fear or reject it.
Managing the industry group leader
If you make a brilliant selection of your industry group leader, your task is not complete; rather, it has just begun. Leaders need to be led as well. Your job is to convene the industry group leaders at least bimonthly to compare notes about the processes they are using among their diverse industry groups. They need to tell each other what's working and what isn't. They also have to offer each other ideas. This is not purely for the intellectual horsepower but also for collaboration, and the tangential benefits will accrue in terms of having people in the firm know what what is going on and spreading the "can do" attitude/culture
A short stone's throw from client team leader
I don't want to leave the subject of industry group leaders without touching upon the importance of having some client teams and having those led as well. If you implement some group-leader training, it is an excellent idea to combine industry group leaders with client team leaders - and even with practice group leaders. They may have different missions, but they are all trying to obtain peak performance from their group members toward a stated goal.
Contact the author, Gerry Riskin
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At The Podium: Upcoming Appearances by Edge Partners
APRIL, 2014Jordan Furlong Apr 02
Keynote Presentation
CMO Summit
Legal Marketing Association Annual Conference
Orlando, FL David Cruickshank and Mike White April 10
Making Your Laterals Sticky: Best Practices in Lateral Integration,
NALP (National Association of Law Placement) Annual Meeting
Seattle WA Jordan Furlong Apr 27
Keynote Presentation
LESA Litigation Refresher
Lake Louise, AB
MAY 2014Gerry Riskin May 01
Keynote Presentation,
ABA Law Practice Division: Gateway to the Future: Marketing and Business Development Strategies for the New World
St. Louis MO Jordan Furlong May 22
Keynote Presentation,
2014 Litigation, Dispute Resolution and Appellate Practice Institute State Bar of Wisconsin PINNACLE
Milwaukee, WI JUNE 2014Gerry Riskin June 12
Keynote Presentation,
P3 (Practice Innovation) Conference
Legal Marketing Association
Chicago, IL Jordan Furlong June 27
Keynote Presentation,
Vision 2016 President's Showcase State Bar of Florida Annual Conference
Orlando, FL OCTOBER 2014Gerry Riskin Oct 17
Keynote Presentation, Annual Futures Conference
College of Law Practice Management
Boston, Massachusetts
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