revisiting the possibility of a connection culture in the law
I grew up and live just outside New York City.
In the days and weeks after 9/11, I felt so sad. It was not just the personal loss I experienced. It was a more pervasive feeling that the world as I knew it no longer existed. My foundation of safety and security – the foundation I was working so hard to build and sustain for my young family – had been rocked.
At the same time, I couldn’t help but notice the sense of community and camaraderie that was rising. We’ve all heard and read moving stories of strangers helping each other and people’s amazing generosity of time, energy and spirit. As it was facing the reality of the day and trying to move on and heal, a culture of connection grew in New York City.
In the last post I wrote here pre-hiatus, I reengaged the topic of creating a connection culture in the law. With the downturn in our economy and within the legal profession, the need for this kind of culture is greater than ever. And so is the opportunity for creating it. As firms take a good hard look at the state of their business, they can and should consider the state of their business culture. If it’s in disarray, steps can be taken to understand what’s wrong and make positive changes.
I just read Peter D. Zeughauser’s take on Four Essential Elements of a Strong Law Firm Culture. Launching from the premise that “successful growth can only be accomplished from a position of strength, broadly defined to include a culture that breeds partners who are in it for each other, not just themselves,” he identifies the essential four as:
- Hard work
- Rewards for rainmakers
- Knowing who you are (and who you aren’t)
- Transparency, with discretion
While Zeughauser provides valuable insight into the partner side of the connection culture, firms also have to consider how to bring their associates into the cultural mix. According to consultant Susan Letterman White, one way to do this is to encourage and create avenues for peer-to-peer coaching.
According to White, peer-to-peer coaching differs from more traditional lawyer coaching (full disclosure: one of my professional hats is business coach for lawyers) and lawyer mentoring in that:
Peer-to-peer coaching is [ ] between two people who are at the same or similar levels within the law firm. The intention of the relationship is to mutually and similarly benefit the peers, unlike traditional coaching or mentoring, where the primary benefit is intended for the less experienced person. By working together to make sense of particular problems, gaps in knowledge or needed skill development, each person learns about his or her strengths and weaknesses and those of the other. Together the pair learns how to change weaknesses into strengths and use opportunities for development. This benefits the individuals and the law firm.
I’ve always been a big proponent of mutuality in business relationships. The mutuality that peer-to-peer coaching fosters will only solidify the sense of community and common purpose that are key connecting points for firm lawyers.
