Much is written about the need for lawyers to improve their management skills. It is broadly acknowledged that management is not one of the skills which come most naturally to lawyers. We receive little training in it and spending time “mentoring” a junior member of the team can sometimes feel forced or difficult.
It would be wrong to suggest that management training is futile or that lawyers shouldn’t invest time in learning how to better manage their staff. We should also remember that there are some exceptional partners out there who are great managers. However, perhaps we should acknowledge that for some partners, management and mentoring are things they are just not that great at and that they just don’t really enjoy.
There is an expectation that lawyers should now be everything to everybody. Not only must we have the legal expertise, but we must be salespeople, PR gurus, networking trailblazers and practice leaders. With the demands on a lawyer’s time far exceeding hours in the day, little wonder that there isn’t much time or energy left for staff development. It simply isn’t a priority. But let’s not chastise ourselves for this. Let’s accept the fact that we can’t do everything. For those of us who are better at other things, how can we motivate and develop staff in a different way?
Here is where an external mentor can make a world of difference. An experienced lawyer who has proven skills can offer important training, guidance and motivation to fee earners, helping them be more focused and to develop as professionals. Without having to worry about fee earning or client management themselves, a mentor is free to concentrate entirely on their lawyer “mentee”, enabling dramatic results.
Does this affect a partner’s relationship with their team? Why should it? Just because they are not providing mentoring personally doesn’t mean they can’t still have a productive and motivating working relationship. If anything, the relationship will be improved because the lawyer will feel supported whilst the partner is relieved of a weighty obligation.
We couldn’t leave the topic without mentioning the all important ROI. At Lawcoach we have seen mentoring, and coaching for that matter, help lawyers to become more efficient and productive resulting in a sharp increase in billing and therefore profitability. Usually a Lawcoach mentor’s fees will be roughly equivalent to a lawyer’s hourly charging rate, and with only one or two sessions a month as the standard involvement, you end up with a very meaningful return on investment. Surely a win-win all round?
