One of the most notable after-effects of the COVID-19 pandemic is the impact it has had on the way we work. Gone are days of predominantly office-based roles with occasional at-home working - during the pandemic, law firms found myriad ways to keep 'business as usual' in an all-remote environment. Fast-forward to 2023 and all law firms have embraced some state of hybrid working culture which presents a further challenge: how to combine the flexibility of remote working with the benefits of bringing people back together in person.
Culture in Law Firms examines how this rapid shift has affected law firms, explores post-pandemic law firm management trends, and explains how law firm leaders can cultivate strong bonds within the firm and with clients, as well as retain and engage top talent. Crucial to all this is the integration of effective diversity, equity and inclusion (DE&I), wellbeing and engagement strategies.
This Special Report looks at the lessons learned during the pandemic and how they can help refine law firm management approaches to:
Culture: Just as law firms tried to build a sense of culture during all-remote work, they continue to grapple with evolving strategies to foster a dynamic hybrid environment. Relationship- and firm-building are critical to this and the authors explore how many firms, as part of the 'return-to-office' pitch, have sought to articulate (i) what's unique about their workplace; and (ii) how some level of in-person work is essential to forging strong relationships between colleagues and clients.
DE&I: The authors explore to what extent firms are developing their return-to-office diversity and inclusion strategies and how this is underpinned by increased productivity and engagement from staff who are adequately equipped to balance work responsibilities with, for example, parenting, caring for older relatives or personal needs.
Wellbeing: A true sense of inclusion and belonging is intrinsically linked with a sense of wellbeing, and the pandemic significantly increased awareness of the importance of employees' physical and mental health. The need for workplaces to embrace and support employee wellbeing is considered in this report, and a spotlight is shone on current best practices for advancing wellbeing in a high-intensity law firm environment.
Culture in Law Firms offers unique insights and expert guidance for senior law firm management (including managing partners, chairs, executive committee members, c-suite professionals and HR departments) as they navigate the 'new normal' to develop robust strategies for the hybrid workplace and beyond.
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Verlagsort
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ISBN-13
978-1-78742-929-1 (9781787429291)
Schweitzer Klassifikation
I. Introduction. 9
1. Bounce forward, not back. 9
2. Whatever the new normal is going to look like, it has to be designed. 10
3. Culture currency. 11
4. The role of culture in changing work environments. 11
5. What's in this report?. 13
6. Global application. 13
II. Leadership and communication. 15
1. What it is and why it matters. 15
2. Considerations in a hybrid work environment. 16
2.1 Listen well and listen often. 16
2.2 Proximity bias awareness. 17
3. Generational opportunities. 18
3.1 Four generations in the office. 18
3.2 New way of leading. 19
4. Change management. 19
4.1 New way of leading. 20
4.2 The versatile leader. 20
4.3 The inclusive leader. 22
4.4 The evolved leader. 23
4.5 This applies to all leaders. 25
4.6 Support your leaders. 25
4.7 The clear communicator. 27
4.8 How and when to communicate. 27
4.9 Communication preferences. 28
4.10 Space for new (Millennial) leaders. 28
4.11 Key takeaways. 32
III. Developing people. 33
1. What it is and why it matters. 33
2. Considerations in a hybrid work environment. 34
2.1 Upstream digital hesitation. 34
2.2 Opportunities for advancement. 35
2.3 The new role of the office. 35
2.4 Set an example by coming in - and by asking. 37
3. Generational considerations. 38
3.1 Millennial priorities. 39
3.2 Gen-learning styles. 40
3.3 Focus on happiness. 41
4. Change management. 41
4.1 Feedback, feedback, feedback. 42
4.2 Review upward (and all around). 43
4.3 Don't neglect - or misuse - performance reviews. 44
4.4 Make reviews positive and forward looking. 44
4.5 Don't skimp on reviews. 45
4.6 Consider doing reviews more often. 45
4.7 Performance lay-off cautions. 45
4.8 Formal training continues. 46
4.9 Addressing the talent gap. 46
4.10 Ready to launch. 47
4.11 Tell your clients what you're doing. 49
4.12 Keep mentoring, and mentoring, and mentoring. 49
4.13 Build skills. 50
4.14 Summer programme evolution. 51
4.15 People management. 52
4.16 Holding back. 52
4.17 Confidential in-house coaching. 52
4.18 Soft landing for exits. 52
4.19 Key takeaways. 53
IV. Well-being and flexibility. 55
1. What it is and why it matters. 55
2. Considerations in a hybrid work environment. 57
2.1 Return to the office. 57
2.2 Associate frustration. 59
2.3 The policing challenge. 59
2.4 Bonus jeopardy. 60
2.5 The well-being case for flexibility. 60
2.6 The well-being case for coming in. 61
3. Generational considerations. 62
3.1 Gen Z values. 63
3.2 Finding common ground (and support). 63
4. Change management. 65
4.1 Importance of psychosocial safety. 65
4.2 Remove the stigma. 66
4.3 We've seen some improvement, but not enough. 66
4.4 Costs and benefits. 67
4.5 Steps to removal. 67
4.6 Elevate all voices. 68
4.7 Train and support managers. 68
4.8 Be creative in your delivery. 69
4.9 Bring on resources and staff. 70
4.10 The billable dilemma. 70
4.11 Work-life hanging in the balance. 73
4.12 The need to disconnect and sleep. 73
4.13 Key takeaways. 74
V. Relationships, engagement and collegiality. 75
1. What it is and why it matters. 75
2. Considerations in a hybrid work environment. 77
2.1 In-office engagement. 77
2.2 Remote and hybrid concerns. 78
2.3 Harmful virtual exchanges and (undetected) virtual microaggressions. 78
2.4 In-office mandate cautions. 79
3. Generational considerations. 80
3.1 Different communication. 80
3.2 Different normal. 81
3.3 Different preferences, sort of. 81
4. Change management. 81
4.1 Keep connecting. 82
4.2 Create more channels. 82
4.3 Empathy and psychological safety. 82
4.4 High-value interactions. 83
4.5 Structure unstructured time. 83
4.6 It's okay to disagree. 83
4.7 Keep it casual. 83
4.8 Include everyone. 84
4.9 Key takeaways. 84
VI. Diversity, inclusion and belonging. 85
1. What it is and why it matters. 85
2. Considerations in a hybrid work environment. 87
2.1 In-office consequences for under-represented groups. 87
2.2 Equalising work access. 88
3. Generational considerations. 88
3.1 Different definitions of diversity and inclusion. 88
3.2 To Millennials and Gen Zers, diversity is a must. 89
4. Change management. 89
4.1 Look at the data. 91
4.2 Support clients. 91
4.3 Where are you recruiting?. 91
4.4 Artificial intelligence (AI). 93
4.5 Structure is good. 93
4.6 Consider everyone. 93
4.7 Create belonging. 94
4.8 Listen. 94
4.9 Universal diversity and inclusion. 94
4.10 Key takeaways. 96
VII. Recruiting and onboarding. 97
1. What it is and why it matters. 97
2. Considerations in a hybrid work environment. 98
2.1 Most are looking for flexibility. 98
2.2 Lateral (and new lawyer) recruitment and onboarding made easier. 99
2.3 Group mobility. 101
3. Generational considerations. 101
3.1 What Gen Z wants. 101
3.2 Who wants to be a partner?. 102
4. Change management. 103
4.1 Be specific about who you are as a firm. 103
4.2 Articulate your purpose. 103
4.3 What matters most?. 104
4.4 Pay and performance transparency. 104
4.5 Be specific about your policies and consider being flexible. 105
4.6 Provide resources. 105
4.7 Provide a plan. 105
4.8 Pay for attendance?. 105
4.9 Alternative billing tracks. 105
4.10 Keep recruiting your own lawyers. 106
4.11 Key takeaways. 106
VIII. Conclusion: embracing change. 107
1. Versatile, inclusive, evolved leadership and communication. 107
2. Refocus on talent development. 108
3. Do well at well-being and flexibility. 109
4. Relationships, engagement and collegiality. 109
5. DIB is still allowed - and important. 110
6. Recruiting and onboarding lessons. 110
Notes. 113
About the authors. 126
About Globe Law and Business. 128
