Holding on and letting go
Change in the firm environment is complex. In part, it is the work of select few that have been given the clear directive to steer this focus and stream of work; looking at it internally and externally. In part, it is for every member of the firm to become part of the process, sharing their knowledge, pain points and ideas about their experience working there and what could be done better. The point is, it is not a one man show. It is a whole-of-organisation commitment.
Crucially, there are two important drivers I want to highlight:
1) The emergent change rising organically from the incoming workforce; and,
2) The stewardship required of the "current captains" of the ship.
Youth are the change makers
Why do we send the young to war? Why do movements which radiate around the world and radically change it or make a splash driven by youth? well, there are many reasons but perhaps some of the most critical is that they have the energy, passion and drive - it is the prime of their lives. They also do not carry with them as much baggage and are hungry to learn, create, improve and grow: it is a natural reflection of their state and reality.
Why then would lawyers establish and perpetuate systems of practice which tie these youth down as much as possible, hold them as least valuable in the work environment for the most years as possible?
Some may say we aren't doing that to our young lawyers - I say i'm yet to see young lawyers truly thrive! Sure, it is a matter of degree and context. I would ask you to consider what the daily work of a young graduate is in your firm and ask yourself: why is it this way?
I find it fascinating that law firms haven't yet jumped on the incredible opportunity to tie career-progression (based on value to the equity pool) to firm efficiencies. What do we not understand about the way in which business is done changes all the time, sometimes in drastic ways? Who know's about the new? Who has potentially no choice but to be immersed and grow out of an environment that is closer related to those "new" realities?
Importantly, how do we drive organic, positive change if we are not creating an environment for it?
Let's try an exercise. Through empathy we can hopefully widen perspective and start to bridge a relationship between the junior and senior roles. This exercise is for ANY lawyer working at a firm or otherwise preparing to work in a legal environment.
Write down three streams of work that young lawyers conduct on a daily/weekly basis at a firm. Maybe it's research on an area of law, maybe it's filing, maybe it's intake interviews etc. Make sure you pick on either from your own experience or what you've seen others carry out.
Under each stream, make an estimate of the percentage of value (out of 100%) it drives for the firm (loose estimates are fine!) Spend a bit of time considering the flow on effects in terms of value generation.
Then, Make an estimate of the satisfaction you think it gives to carry out that stream of work on scale from 1 to 10 (10 being the highest).
Now, choose a number representing the months you would keep this pattern of work up before you believe your satisfaction scale would significantly decline.
An interesting little exercise and hopefully useful for your reflections whether junior, senior or otherwise.
If we could get passed the "this is how it has to be" "you need to earn your stripes" rhetoric and truly explore how we feel about what we're doing at a firm - particularly in contrast to what can be done! - we might find ourselves more committed to carving out an environment in our businesses that would allow our youth to thrive.
To the Youth: hold on - to your dreams, to possibilities and to ideas.
Seniors are the bedrock
Why do we look to our elders for guidance and support? Why do we have such reverence for people who are older in our community? Who knows more about the practicality of human behaviour?
We recognize the years of service, we understand that on a path we must all walk; they have walked it the longest. We seek the flag posts of their journey as sources of wisdom so that we may be better prepared to face them ourselves.
Let's be clear, the purpose for innovation is to venture outside of well understood, long repeated and comfortable practices and look at what can be done differently, done better and ultimately prove more efficient. Change is part of that journey, and change brings the pain.
But, change is also a shared experience. It is a process where we can find common ground in how it makes us feel uncomfortable, or excited, about the new. It’s a chance to connect and reflect and to cast aside some of the baggage we may have used to stop us from doing something different. The excuses, the corporate memory of past failures or uncomfortable experiences, the uncertainty, all of these left unprocessed and raw cast the stench of stagnation.
As stewards, we must allow for this space, of ourselves first and in turn our colleagues. It is crucial to view the coming years as an opportunity to re-imagine what it would look like to practice the law. If we are not to carry out that vision and plan ourselves, we need to make space for those who will. We need to be the bedrock for those who would build to greater heights.
To the Stewards: let go - of your pre-conceived notions, your baggage and your walls.
As always, the future of law is in our hands 🔥
Q.
Photo by bantersnaps on Unsplash