5 Tips for Reducing Stress in Law Firms

Lawyers are literal people.

They are trained to pay attention to details and to think in black and white. Crossing T’s and Dotting I’s is a proven method of effective risk mitigation, and it is also a source of anxiety and stress for even the most skilled attorney. Nevertheless, firms around the world expect their professionals to tirelessly analyze situations and words to protect their clients and prevent malpractice.

Even though practitioners are expected to be explicit when counseling clients, this approach does not seem to extend to the firm when it comes to communicating clear expectations and or objectives for its lawyers. Ambiguity around standards, policies, and procedures is a major source of stress for attorneys in small to mid-sized firms. Because many of these organizations don’t necessarily see themselves as businesses, they do not know how to apply the necessary rigor around success-oriented best practices.

Lawyers are stressed out enough as it is, and as the war for talent rages on, firms need to be more mindful about reducing unnecessary anxiety for their people.

Here are 5 ways law firms can create a healthier and more productive environment for their attorneys, the younger ones in particular:

1.?????SHOW THEM THE MONEY

If your firm has a minimum requirement of billable hours for associates, be sure to explain why. Most attorneys know they have to bill, but they lack an understanding of how their work contributes to the overall profitability of the firm. Sharing the economics of hourly rates, billable time, and firm realization rates will contribute to productivity and job satisfaction. When it comes to money, transparency is key.

2.?????CONSISTENCY WITH CLIENTS

Lawyering is a relationship business, yet many firms do not specifically define what these relationships should entail. Firms that are in growth mode need to create a client journey and ensure that all staff are trained to support clients in the same way. Client interaction is a key component of a firm’s brand, and the better the experience, the more lucrative the relationship becomes.

3.?????MENTORING MATTERS

The best lawyers are lifelong learners, and there is no substitute for experience. Young lawyers are naturally focused on what they don’t know, and nervousness and insecurity are the enemies of success. Law firms, regardless of size, should create structured mentoring programs designed to provide newer lawyers with a “safe space” in which questions and candor are encouraged. Mentees should receive non-judgmental support, advice, and instruction on the handling of legal matters, and mentors will also benefit from the fresh perspective of a younger attorney. The firehose method of training can be very effective, but it must be accompanied by compassionate and consistent support to guard against drowning.

4.?????TOP-DOWN LEADERSHIP

Even if your firm has strong leadership at the practice group level, it is no substitute for fostering a connection between the firm’s managing partner and its associates. Creating trust and providing an ear are two effective ways to prevent attrition and improve morale. When non-partners feel like they are seen and considered by leadership, they are more likely to demonstrate a sense of agency when it comes to growing the firm.

5.?????PATH TO PARTNERSHIP

The traditional path to partnership in most firms has always been, by design, subjective and vague. This is a bad practice that can threaten a firm’s legacy. The belief/worry that many partners have of how providing a specific road map to partnership somehow guarantees a spot on the leadership team is, well, silly. Ultimately, the other partners will need to agree to invite someone to the table, but if the various criteria are at least presented to an interested attorney in a clear and concise fashion, it would allow for ambitious younger attorneys to set goals, develop skills, and hold themselves accountable. Most prospective partners in US law firms are millennials, and this generation prefers a more prescriptive approach to their professional lives.

Lawyers are generally super-stressed people. They have high pressure jobs and struggle with managing myriad professional and personal responsibilities. We know that these stressors are the impetus behind loads of good lawyers leaving their firms or even jumping ship from the legal field entirely. It’s time for law firms to take a more proactive approach to minimizing the stress of their professional staff. Following these five tips will do much to improve productivity, business development, and retention.

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Wendy Merrill is the Director of Strategic Consulting at Affinity Consulting Group.

www.affinityconsulting.com