This was first published March 23, 2021 in PinHawk’s Legal Administrator Daily.
Not much happens without a plan. It’s how the most effective practice groups operate. The purpose is threefold. The plan helps:
- Create group cohesion,
- Establish metrics and goals to measure group performance and determine compensation,
- Identify trends and opportunities to leverage, and
- Inform decisions regarding firm strategy and resource allocations.
Most practice groups have a plan, if for no other reason than that they are used to budget scarce resources – marketing dollars or staff time, professional development expenses, lateral hire compensation, recruiters’ fees, etc. The problem is that practice group plans, too frequently, simply are not executed. In fact, a mediocre plan implemented is arguably better than the best plan gathering dust on a credenza or on your intranet.
Why do some plans gain traction while others do not? There are five steps that your practice group can take to help ensure that your well-conceived plan is not only implemented but achieves the results you expect. We’ll cover three of these steps in Part 1 of our two-part series.
1. Firm management must provide feedback on practice group plans.
In many firms historically, management requested practice group plans from their group leaders. Once submitted however, these plans were not reviewed or discussed until the plans are requested again, sometimes a year or two later. In fact, in some firms,…