For those individuals who do advance beyond step five on the ladder, practice leadership represents stage six of an attorney’s career. While managing a practice group may be likened to herding cats, it is a necessary part of management and a critical factor in a firm’s success. Thus, with great power comes great responsibility. A practice leader is responsible for managing a particular function within the firm, including profit and loss accountability, personnel management and client relationships, in addition to the rainmaking and broader business responsibilities outlined above. Skills expected of a stage six attorney include: Conceptualizing a practice and selling it. It is not merely enough for a stage six attorney to say, manage the firm’s X practice,” she must be “I able to articulate the particular benefits of the practice to a given client or prospect as well as her firm’s competitive advantage. Selling the practice is an important piece of leadership—almost as important as keeping the ship afloat. Managing costs and revenue. Ultimately, practice leaders are expected to manage a business unit within the firm, complete with profit and loss accountability. Looking at the practice as a business. Managing the business of one’s practice goes beyond the finances. A practice leader must endeavor to increase competitive advantage and position the practice as a leader in the marketplace. Developing a sense of ownership about the practice. While the vast majority of newly appointed practice leaders will be filling someone else’s shoes, there is great opportunity—and need—to make the position one’s own. Managing complexity. Every practice consists of multiple personalities, diverse individuals, cross- functioning teams and complex processes. A stage six attorney must master the subtleties of each and manage the interconnectivity in order to create and promote a successful practice. Being highly visible. The visibility at this stage can be intense and quite different from any role the attorney has yet experienced. A stage six attorney serves as the face of the practice to others within the firm, both above and below, and the face of the firm to external audiences. Practice leadership, just like every other stage, requires the mastery of a unique set of skills and an intense learning process. But unlike nearly every other stage, being a successful stage six attorney also requires managing your public persona and maintaining calm in the midst of what will undoubtedly be hectic times.
For those individuals who do advance beyond step five on the ladder, practice leadership represents stage six of an attorney’s career. While managing a practice group may be likened to herding cats, it is a necessary part of management and a critical factor in a firm’s success. Thus, with great power comes great responsibility. A practice leader is responsible for managing a particular function within the firm, including profit and loss accountability, personnel management and client relationships, in addition to the rainmaking and broader business responsibilities outlined above. Skills expected of a stage six attorney include: Conceptualizing a practice and selling it. It is not merely enough for a stage six attorney to say, “I manage the firm’s X practice,” she must be able to articulate the particular benefits of the practice to a given client or prospect as well as her firm’s competitive advantage. Selling the practice is an important piece of leadership—almost as important as keeping the ship afloat. Managing costs and revenue. Ultimately, practice leaders are expected to manage a business unit within the firm, complete with profit and loss accountability. Looking at the practice as a business. Managing the business of one’s practice goes beyond the finances. A practice leader must endeavor to increase competitive advantage and position the practice as a leader in the marketplace. Developing a sense of ownership about the practice. While the vast majority of newly appointed practice leaders will be filling someone else’s shoes, there is great opportunity—and need—to make the position one’s own. Managing complexity. Every practice consists of multiple personalities, diverse individuals, cross- functioning teams and complex processes. A stage six attorney must master the subtleties of each and manage the interconnectivity in order to create and promote a successful practice. Being highly visible. The visibility at this stage can be intense and quite different from any role the attorney has yet experienced. A stage six attorney serves as the face of the practice to others within the firm, both above and below, and the face of the firm to external audiences. Practice leadership, just like every other stage, requires the mastery of a unique set of skills and an intense learning process. But unlike nearly every other stage, being a successful stage six attorney also requires managing your public persona and maintaining calm in the midst of what will undoubtedly be hectic times.
Boalt%20Week%203%202014%20Reading%20competence%20diligence%20Fall%202013-1.docx