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How to accomplish change in a law firm – and make those efficiency
improvements happen
Thursday, July 28, 2016 | 12:00 Noon, Eastern (30 minutes)
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GoToWebinar housekeeping: Attendee participation
Open and close your control panel Join audio: • Choose Mic & Speakers to use
VoIP • Choose Telephone and dial using
the information provided Submit questions and comments via the Questions panel
Note: Today’s presentation is being recorded and will be provided within 48 hours.
Your Participation
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Faculty • Jack Bostelman, Moderator
! President, KM/JD Consulting LLC, San Francisco ! Former partner, Sullivan & Cromwell LLP
• Anne E. Collier ! Founder & Professional Certified Coach, Arudia. Washington, DC
[email protected] ! Expertise:
• Dr. Larry Richard ! Founder and Principal Consultant, LawyerBrain LLC. Wayne, PA
[email protected] ! Expertise:
• Leadership development & coaching • Team development & transforming behavior • Personal branding & bus dev coaching • Associate onboarding retention/engagement
• Personality assessments & 360° feedback • Keynote & retreat presentations • Meeting/conversation facilitation • Communication/management programs
• Change Management & Leadership training • Programs to build lawyer resilience • Associate retention/engagement programs • Keynotes & retreat presentations
• Providing 360° or personality feedback • Repairing dysfunctional behavior • Selecting & motivating talent • Building teamwork & motivation
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What we will cover today
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How to effect change in a law firm
• Why law firms are change-resistant environments – the teachings of behavioral science
• How to use this understanding to overcome lawyers’ resistance
• Communication techniques for gaining buy-in and cooperation from lawyers
• Illustrated through a scenario – a checklists project
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Behavioral science
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Agenda: How to get lawyers to change
• What not to do
• 3 quick tips
• The role of personality
• Win-Win conversation skills
• Coaching skills
• Apply
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What not to do
• Didactic approach
• Coercive approach
• Incentivizing approach
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Why not be didactic?
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Why not be coercive?
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Why not “incentivize”?
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3 Quick tips
1. Influence early, not at the last minute
2. Use multiple interventions
3. Rely on “social proof”
• For 17 additional tips, see “Accountability 101” at www.lawyerbrainblog.com
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Influence early
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Mindset: Be patient
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Use multiple interventions
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Mindset: Be patient
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Rely on “social proof”
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Help the risk averse
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Communication strategies to address lawyer resistance
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How to persuade
Recognize The Need To Collaborate
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Guidelines for overcoming resistance
Build the relationship
Trust and follow your instincts
Don’t make assumptions; ask
Notice what’s unsaid Don’t step over it
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Don’t be on send
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Create a Win-Win conversation
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Distinguish between goal and strategy
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When there is a resistance, avoid blame
Win-Lose Blame
Win-Win Awareness
Self Others
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Be self-aware
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Recognize that .. .
NO
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Opportunity for becoming more . . .
AWARE OF OTHERS
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Means recognizing that “no” is . . .
Request for
more information
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Coaching model
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Use coaching to gain support
Open-ended
questions
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Use coaching to gain support
Insights Open-ended
questions
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80/20 Rule
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Mindset: Curious not judgmental
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Article with scenario
• The Tortoise and The Hare • See http://www.lawpracticetoday.org/article/the-
tortoise-and-the-hare-how-your-preferences-for-change-affect-the-success-of-your-firm/
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Scenario to illustrate behavioral and communications tactics
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Scenario – a checklists project
• M&A chair Terry launches a checklists project
• Partner Jamie, the most senior in the group, strongly objects because ! Lawyers already know how to do deals ! Creating checklists will take time away from billable
work ! The checklist may omit something important ! Malpractice liability risk increases if the checklist isn’t
followed ! The firm will be embarrassed if word gets out they use
checklists to practice law
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Scenario – a checklists project (cont’d)
• Lateral partner Bailey ! supports the checklists project, but ! complains that much more needs to be done to
become more efficient and improve quality, such as matter profiling and other knowledge management initiatives
• M&A chair Terry struggles to reconcile these two very different reactions and make forward progress
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The role of personality
The 6 lawyer traits that are outliers:
• High autonomy
• High skepticism
• High abstract reasoning
• High urgency
• Low sociability
• Low resilience
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High autonomy
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Use coaching to gain support
Insights Open-ended
questions
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Transform your advice into suggestions
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And, here’s how . . .
Have you thought about trying Strategy A?
When I was in your situation, I tried Strategy A and it worked
Another option is to . . .
I have seen Strategy A work for others
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High skepticism
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Stay curious
Hmm . . . what’s in here?
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Use questions to gain support
Insights Open-ended
questions
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Ask “coaching questions" to reduce resistance
Clarify action to remove obstacles
Explore resource needs
State support
Acknowledge feelings and needs
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High abstract reasoning
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Distinguish facts from analysis
Notice what is purely factual Notice the embedded judgments
WHAT IS MAKING IT MEAN?
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Use coaching to gain support
Insights Open-ended
questions
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High urgency
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Show that you understand
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Focus on taking steps
COACHINGNEXT STEPS
107
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Use coaching to gain support
Insights Open-ended
questions
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Low sociability
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Small talk
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Avoid small talk
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Win-Win conversation
FOCUS ON COLLEAGUE’S
GOALS
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Win-Win conversation
FOCUS ON MUTUAL GOALS
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Low resilience
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Avoid digressions to blame
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Use neutral, non-judgmental statements
Just the facts Like a movie camera Avoid judgment Be concise
“Just the facts, ma’am”
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Transform your advice into suggestions
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Next steps for you
• E-mail any of us with questions ! E-mail addresses on slide #3
• Review our archives and view past webinars • www.kmwebinars.org/past-webinars
• Register for new webinars when our schedule for the Fall is announced
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Next steps for you (cont’d)
• Tell your colleagues to listen to the archive of today’s webinar ! E-mail tomorrow will contain link, or go to www.kmwebinars.org ! The e-mail will also contain a link to these slides
• Join our ABA Knowledge Strategy Interest Group ! For ABA members, $50/year with first year free using this link
(also in tomorrow’s e-mail): http://shop.americanbar.org/eBus/TargetedJoin.aspx?TJoin=Y&committeeId=&productId=110262&ReturnUrl=http://www.americanbar.org/groups/law_practice.html&Promo=DEP15EDIV2
! For non-ABA members, follow this link to learn about ABA membership benefits and dues http://www.americanbar.org/membership/benefits_membership.html
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Other benefits of joining our Group
• Members can access our two white papers ! “Top 10 Knowledge Strategies for Larger
Firms” (57 pages), summary available at http://apps.americanbar.org/dch/committee.cfm?com=EP113332
! “Top 10 Knowledge Strategies for Solo and Smaller Firms” (44 pages), summary available at http://apps.americanbar.org/dch/committee.cfm?com=EP113333
• You must join our Group to access the full white papers
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About Us
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About Knowledge Strategy Group
• Our Group focuses on how lawyers within firms share what they know about ! client work ! clients ! markets for their services ! their firms as businesses
• We emphasize a knowledge strategy approach, which means starting with people, process and firm leadership, not technology
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About Knowledge Strategy Group (cont’d)
• We seek to ! promote awareness among firm leaders about the
benefits of knowledge strategy ! facilitate exchanges of ideas among lawyers who are
already involved ! educate practicing lawyers who are new to the subject
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