These two podcasts were originally published at the Legal Executive Institute website, a ThomsonReuters site. Podcast #1 discusses why change is hard for lawyers, and Podcast #2 discusses what you can do about it.

I was recently interviewed by Gregg Wirth, the Content Manager for the LEI blog site. On July 18th, 2016, he interviewed me about the psychological consequences of incessant change on lawyers and their performance. Here is the introductory blurb from the LEI website for this interview:

“Change is never easy, especially the type of systemic and dramatic change the legal industry is experience in the current market. And lawyers — not known for being open to change to begin with — are sometimes having a very difficult time with how their profession is evolving and how to envision what the lawyer and law firm of the future may look like.

Continue Reading Podcasts: The Stress of Change . . . and What To Do About It

This blog post was originally published at the Legal Executive Institute website, a ThomsonReuters site, on September 20, 2016:

Law firms are struggling these days to do a better job of retaining their Millennial lawyers. Millennials famously have less loyalty and a shorter time frame before jumping ship than any previous generation. Is this a baked-in problem, or can something be done about it?

According to research by the Gallup Organization and others, there are definitely steps you can take to increase the commitment, engagement and tenure of your Millennials. The key is to develop what Gallup calls “great managers” to supervise the Millennial workforce.

Before we talk about “great” managers, let’s take a moment to recall that managers are not the same as leaders. Managers are focused internally, while leaders are focused externally. The role of “manager” evolved to oversee internal complexity, while the “leader” role evolved to cope with external change and uncertainty.

Continue Reading Why Law Firms Need “Great Managers”

This post was originally published at the Legal Executive Institute website, a ThomsonReuters site, on September 16, 2015:

In my conversations with law firm leaders, I am hearing more and more concern expressed about their partners failing to meet expectations. Here are some examples:

Continue Reading Leading Like a Psychologist

This post was originally published at the Legal Executive Institute website, a ThomsonReuters site, on July 29, 2015:

Amidst the head-spinning change and the increased competition that all law firms face today, there is an increased emphasis on—some say a frenzy to—hire the best people. The cost of making a hiring mistake is growing, and the consequences of doing so take effect even sooner than before.

Many law firms are re-examining their approach to talent acquisition, seeking more efficient, accurate and successful methods.

One topic that always comes up, but raises great anxiety in most lawyers, is the use of psychological testing as a pre-employment selection tool. There are a lot of myths and misunderstandings about this topic, and in this post, I’d like to clear things up and explain why testing should be a part of your hiring strategy.

Continue Reading Tea Reading or Testing—What’s the Best Way to Hire?

This post was originally published at the Legal Executive Institute website, a ThomsonReuters site, on May 13, 2015:

The Great Place to Work Institute publishes an annual list of the “100 Best Places to Work”. This year, 20 of the companies on the list are in the “Professional Services Firms” category. And of these, five are law firms. This is the first time that law firms have represented fully a quarter of those spots, and from my conversations with law firm leaders, this is a trend that will only accelerate.

It’s smart business to transform your law firm from a mere conventional law practice to a great law firm in which to work. Benefits of doing so include:

Continue Reading Making Your Law Firm a Great Place to Work