One of the challenges of a leadership position in a law firm, whether Managing Partner, Head of Practice, Head of a Sector/Industry group or even simply a more global role or committee position is maintaining your own practice despite the increased responsibility.
Apart from the most senior positions, like Global Managing Partner, many senior positions will at best offer some fee relief or a grace period at the end of your term to rebuild your practice.
The art then seems to be clarity around role expectations – not just from the firm’s perspective but also your own expectations about what you want to achieve in the role - and being strategic about what you focus on when it comes to your own practice. With the increased demands on your time, choosing the right things to focus on is paramount.
How you go about this is unique to your leadership position and your practice area. I’ve seen Managing Partners with largely business as usual roles and then those with a significant change mandate. Same role very different, experience. Further, some practice areas (and clients) lend themselves to a more hands off strategic role, where others tend to demand you be on the tools.
The key seems to be taking a proactive approach to this, which can mean having to change the way you approach both your leadership position and your practice. The aim is an intentional strategy rather than allowing the demands of the role or clients to decide things for you.
Balancing firm leadership responsibilities with client demands, or evaluating how to structure your role focus?
Explore my executive coaching services for law partners or get in touch for a confidential, peer-level discussion.