Problem: Our client, a founder-managed law firm, asked us to conduct a two-part assessment that would support the firm through its next phase of development, preferably at least 15 years. First, the partners wanted a complete human resources evaluation of the firm assessing morale, personality mix, emotional intelligence, communication, teamwork, conflict resolution, and management and leadership skills. Second, they wanted a structural/governance assessment of the current management and identify alternative management models, including alternative methods of compensation and the relative benefits and disadvantages of each.
We were to present our results and recommendations at a two-day off-site partnership retreat, culminating in 1) an action plan to implement strategies for improving interactions and developing management and leadership skills, and 2) a discussion of the structural/governance assessment and recommendations.
Solution: RRR conducted individual in-person interviews of every attorney (partners and associates) and senior non-attorney managers, as well as group interviews of paralegals and other staff. We gave personal style, conflict resolution and strengths assessments to all the attorneys and managers and gave each participant individual feedback on his/her results. We gathered information on the management structure and management compensation of three comparable law firms, as well as benchmarking information.
Result: At the retreat, held less than four months after commencement of the project, we presented reports on the assessments that had been given, including both individual and group results, and the findings from both the human resources and the structural/governance studies. To facilitate efficient participation and individual expression, we used an Audience Response System (voting software) for anonymous voting and tabulation, which provided the additional benefit of understanding the demographics relevant to each issue.
While the firm had anticipated that it would not be making any major changes in firm management until a later date, at the retreat the partners unanimously adopted a new management structure and elected new leadership. After the retreat, we presented a comprehensive report to provide a reference and record of the process, findings, decisions and actions.
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