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By Kathleen Post, Partner/Master Coach
Though we have been coaching lawyers and staff at law firms and in-house legal departments for many years, in the last several months the requests we received for both leadership programming with a coaching element and one-on-one coaching for leaders, partners, and associates have quadrupled. Our inquiries can be generally grouped into three categories: leadership programs with one-on-one coaching for participants, coaching for underperforming associates and/or partners, and coaching for high potentials. Let's take a look at each of these groups.
Partners and Leaders
The driver behind a need for more leadership programs as well as one-on-one coaching for partners and leaders is no big mystery: firms now to expect more of their partners and leaders. Partners are asked to train and mentor; find and serve clients; manage projects efficiently and get the best from their teams; recruit new and lateral lawyers; publish, network, and give presentations to build visibility; be good firm and community citizens; articulate a strategic vision; sustain a vibrant practice; and have proven impact. Whew! In addition to all of this, some have the added responsibility of running a Practice Group or office, not to mention that many have families at home. With these growing expectations and the looming exodus of boomers, firm leaders are wondering who will fill their shoes when they leave. Accordingly, firms are seeking external support to help their lawyers handle the challenges. Following are some of the specific ways in which we have been working with firms to support their partners and leaders:
- Working with new partners to help them navigate new challenges and establish a support network
- Coaching lawyers at all levels on time and stress management
- Coaching more experienced lawyers on building and maintaining a vibrant practice
- Conducting 360 degree assessments as part of one-on-one coaching to help build self awareness of both strengths and areas of development
- Creating intensive leadership development programs that include a coaching component to assist emerging leaders and underrepresented populations within firm leadership
- Engaging Firm Chair and Managing Partners in intensive and strategic coaching discussions designed to support them
- Assisting Practice Group leaders in dissecting the skills and approaches necessary to lead, inspire, and motivate team members
- Coaching senior partners on succession planning efforts to ensure the future viability of the firm's business
The result? Leadership programs help partners and leaders better understand the firm's expectations, while one-on-one coaching supports them in meeting these expectations. The lessons imparted in the leadership program are driven home in one-on-one sessions in which aspiring leaders can grapple with their own unique challenges to developing leadership competencies. With little other support, partners have much to gain from the coaching process. It seems coaching is serving a previously unmet need by providing partners with focused and individualized attention, action planning, tools and techniques, and, most importantly, a raised level of self awareness that prepares them to overcome the inevitable obstacles they will encounter. Research finds there is a relationship between the extent to which individuals receive coaching and the quality and consistency of their leadership abilities.1 Those who receive coaching are more likely than other respondents to gain subordinates' trust and set specific goals for their work performance. Why? Coaching raises both level of confidence and competence, two primary prerequisites for strong leadership.
Not Meeting Performance Expectations and/or Unproductive Behaviors
Many firms have contacted us to provide coaching to lawyers who are not meeting performance expectations and/or exhibit unproductive behaviors that create obstacles to success. Coaching can work wonders for both of these groups if and when the lawyer commits to the coaching process and views it as a developmental opportunity rather than punishment.
Underperforming
What is the best and most fair approach for dealing with these lawyers? Ideally, the lawyer who is not meeting expectations receives effective, honest feedback on a regular basis so he or she clearly understands what is expected, link that feedback to a coaching program, and link the goals of the coaching to a formal evaluation process. More often than not, the underperforming lawyer has the potential to succeed and wants to regain footing but often does not know where or how to start. If the willingness is there to engage, a coach can help these lawyers identify and break through the barriers affecting personal and business growth, develop new skills, and replace unproductive habits with more effective ones. In the process of problem solving, taking action steps toward change, and experiencing positive results, these lawyers begin to rebuild self-esteem and confidence, which is key to success. By making these lawyers part of the solution, coaching empowers them to reconnect with their potential and meet performance objectives.
Unproductive Behaviors
Though some might say "leopards can’t change their spots" or "you can’t teach an old dog new tricks," coaching consistently proves this to be untrue. While it may be true that we cannot change certain natural predispositions and personality traits, we can make behavioral changes if we are committed to making them. This is why the key to achieving success is achieving buy-in. In our experience, there are two important first steps in attaining this level of commitment. First, firms must clearly articulate the consequences if the behavior doesn’t change. The partner or associate needs to know this behavior is unacceptable by firm standards. Asking a lawyer to change without holding them accountable to real consequences sends the message both to that partner and others at the firm that the firm isn’t serious about the behavioral change. It is highly unlikely that coaching will work in this case. Another helpful strategy is to begin the coaching process with a 360 degree assessment where feedback is gathered on core competencies from junior colleagues, peers, and senior colleagues and the coachee conducts a self assessment. Even if the lawyer has been told multiple times which behaviors need to change, he or she may not understand how others perceive him or her and the impact certain behaviors have on colleagues and team members without direct, specific feedback.
The result? Research finds that improving individual productivity, addressing workplace problems, and boosting employee engagement are among the top reasons organizations engage coaches.2 One of the primary advantages of coaching for these groups is that it tests the potential and willingness of these lawyers to make changes. When there is commitment to the process at both an individual and firm level, we have seen these groups achieve great success with coaching. Ultimately, coaching is about creating behavioral change, but it is particularly important for these groups to commit to the process in order for change to occur.
High Potentials
Most firms don’t know what it takes to keep their top performers motivated, happy, and productive. Often attention is focused on those who are not meeting performance objectives, rather than those with the highest potential to succeed. More often than not, star performers do not know they are stars, which can affect decisions they make about whether they will stay and how committed they will be to the firm. To keep stars motivated and on track, they need as much attention, if not more, than the poor performers. Research shows that the psychology of top performers is different. Even more than others, power producers need to feel that their efforts, initiatives, and achievements are noticed, valued, and recognized. When they lack affirmation, stars begin to lose their luster. With partners overwhelmed with their own performance objectives and professional development staff cut at many firms to rein in cost, who is paying attention to the high performers?
Coaching is an effective way to keep star performers moving to the next level. Powerful performers get more out of coaching than any other group because they are intrinsically motivated to expand their skills, set goals, and achieve them. They respond naturally and quickly to the coaching process because it provides them with the focused direction, support, and recognition for their achievements. Coaching for high performers can include:
- Charting a path to career success
- Goal setting/professional development planning
- Business development
- Enhancing project management efficiency
- Building leadership skills
- Time and stress management
- Inspiring client confidence
- Creating internal/external visibility
- Leading a high-functioning team
The result? High performers are always well worth the investment. When they are given what they need, they are motivated and when motivated, they go farther, faster, higher, and often at a more productive pace than others. Research indicates that a large percentage of organizations (60%) report that they use coaching either a lot or a great deal for high potentials.3 These findings are supported by other sources that suggest many organizations focus their coaching on high-performing mid-career and junior professionals on the fast track. Though many of the earliest coaching programs dealt primarily with under-performing employees in an attempt to get careers back on track, coaching is now more likely to be viewed as a mechanism for grooming talent and/or helping higher-level executives build on existing strengths and take their performance to the next level.
Summary
Coaching is a tool firms can use to address some of the most critical aspects of lawyer professional development. The focused nature of the process means individualized attention and better results for the individual and the firm. Consider coaching as a developmental solution that gets results and a reward that builds motivation and loyalty.
Kathleen Post, a Partner at Shannon & Manch LLP, is a Certified Master Coach and Director of the firm’s coaching practice. For more information about how coaching can enhance the performance of your lawyers, contact her at 202.293.8900 or at post@shannonandmanch.com.
Article References
- Coaching: A Global Study of Successful Practices, Current Trends and Future Possibilities 2008-2018. Copyright 2008, American Management Association.
- Ibid
- Ibid
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