They Care… in Their Spare Time
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They Care… in Their Spare Time

The other day my wife, Maureen, told me about a friend who was complaining that his busy adult children do not call him very often.?Her friend asked Maureen, “Don’t they care about their dad?”?To which Maureen replied, “they care… in their spare time.”

Maureen had it exactly right. Busy people tend to focus on the issues in their life that require their immediate attention. They put the things that they can take for granted aside to worry about when they can find the time.

Some law firm partners are like that. There is never enough time to worry about everything. They have to prioritize. It is not that they do not care about teaching, training, coaching, and mentoring their Associates.?It is just that they have stuff that has to be done first, such as billing hours, bringing in business, administering their practices, and perhaps spending some time with their life partner and children.

They care in their spare time. Or more precisely, if they ever find any spare time, they will start caring.

Nothing in the world is going to change this in traditional law firms. I have heard of a few non-traditional law firms which are trying to build a different culture where the people come first and the money comes second, and I am intrigued to see if they will be able to pull it off.

I asked Tristan Mohamed, Registered Psychotherapist who first practiced law and then went back to school to qualify as a psychotherapist, to tell me what he would advise a lawyer who is trying to establish a culture which puts people before money. Here is a simplified version of the advice that Tristan gave me:

  1. We must start by looking at our relationship with money.
  2. We have mirror neurons in our brains that light up when we see someone else experiencing an emotion, be it anything from joy to sorrow. These neurons trigger a similar emotional response in us and elicit empathy and connection.
  3. We don’t have mirror neurons that light up when we see a dollar sign.
  4. You would think that if helping others is more satisfying than making money, we would do more of that. However, we are often socialized to value profits over people, through life experiences that cause us to associate profits with the meeting of our needs.
  5. So, we have to understand our life experience, and in particular, the areas in which our needs were not met growing up.
  6. When we understand which of our psychological needs were unmet, we can better understand the value which we place on money, and how we sometimes, in an effort to get those needs met, can lose sight of our own humanity and the humanity of others.
  7. We work ourselves into sickness, divorce, isolation, and addiction because we think of ourselves, our minds, our bodies, and others, as tools for achieving the value we have placed on money.
  8. Tristan gave me an example of how he saw money as a refuge from the discrimination he faced growing up and thought that if he could just get a prestigious enough position and earn enough money, people would respect him.?Of course, that never took away the pain of being discriminated against, and never truly met his need for acceptance.
  9. The more we can turn to these painful parts of ourselves and see the ways that we might be motivated unconsciously to replicate core needs around safety, acceptance, affection, love, connection, and intimacy, the more equipped we will be to create cultures that recognize people over profits.
  10. Rather than trying to seek out a certain income level because we think it will meet those core needs, we can grow out of enslavement to the idea that a certain number on a paycheck will be able to meet all of our core needs.
  11. This type of self-inquiry holds the potential to reshape the way we relate to work. If we can understand our core needs and the ways in which they were not met, we can understand that other people have the same core needs that we do. We can then create a culture that values people over money. The tendency to dehumanize employees by treating them as objects to reach our desired outcomes falls away when we abandon the idea that money will address all of our core needs.
  12. Once we achieve this realization, we can stop pretending that our employees, colleagues, partners, and family are nothing more than tools designed to get us to the profits, which we hope will make us happy.?We will no longer try to place a big fat dollar shaped band-aid over our emotional scars, but instead see value in nurturing collegial relationships predicated on openness, honesty, and vulnerability. This translates to compassionate conversations, policies, and practices, because we are willing to give ourselves that same compassion. In this way, we become a mirror image of the culture we’re seeking to create.
  13. Rather than expecting the legal world to change first, we have to change first.

Tristan suggested the following list of questions that you can ask yourself to start exploring your core needs:

  1. What aspect of your own needs brings you a feeling of tension or discomfort?
  2. Do you feel comfortable asking for support? For praise? Affection? Responsibility? Trust? What does the idea of directly asking for these things bring up in you?
  3. How do you relate to money? What narratives, spoken, or unspoken rules, existed in your family of origin around money? Was money a taboo subject?
  4. Did one person hold more financial power in the family? How did that impact you?
  5. What value does money bring you?
  6. If you woke up tomorrow and money was no longer a concern, what would be different in your life? How would other people recognize that money was no longer a concern for you?

The bottom line is that if we want to build firms that are not all about money, we have to understand our own relationship with money. A bunch of lawyers are not going to do this on their own. It is time to spend some of that extra money that we have been making on Shrinks.

A version of this article was originally published by Law360 Canada, part of LexisNexis Canada Inc.

You can reach Tristan at Tristan@lifetransitionstherapy[dot]ca.

Firms, especially larger firms, are finding it very difficult to retain good associates. Based on my outsider’s view, I think their fundamental problem is the partners’ obsession with money. They can't get their head around the concept of anyone not wanting to work every possible hour just to pile up the cash in the corner. They might dress it up as a different lifestyle or work ethic (or lazy associates) but its really about money. It is the 21st Century. The profession has to redefine “success” as something other than billings.?

Steven Neff

Christian. Husband. Father. Assistant United States Attorney. Personal account, not an official one. Any opinion is my own, not DOJ's or the USAO’s

1 年

They repeat what is modeled for them. The law is not terribly kind to parenting — especially BigLaw, which like a little yappy dog is way more bark than bite. Yet those firms demand unrealistic time commitments for what is largely mediocre volume work and deprive their lawyer employees of a fulfilling life and time with their families and children. Those lawyers give their children “spare time.” Which is what they then get back when they retire and their children are grown. May have achieved the corner office after years of neglecting family, made name partner, gotten awards, or have become the “boss,” but it is the ones who prioritized both quality AND quantity time with family who achieve authentic lasting power and legacy. Meanwhile, the 2200+ hr billing and rat race folks will be forgotten 6 months after they vacate their offices. Why do we chase that at the expense of our loved ones? Such nonsense - the focus on self-aggrandizement to the detriment of the people in our lives who are ready to give us that love and attention we crave.

Tony Shepherd

Global Communication & Negotiation Specialist, Lawyer, Musician & Author

1 年

Really thought provoking, Murray, especially the point about how would your day be different if you had endless money? Would we buy more things for the sake of it, because we can? Or hopefully, become more philanthropic???

Judith D.

Bridging the gap between human capital and finance functions

1 年

Murray, thank you for sharing this thoughtful article. It's really important to acknowledge that even lawyers, for all the prestige and professionalism, sustain a certain level of toxic behavior because they have been conditioned to believe that it gets results. The problem is that this toxicity bleeds down to subordinates, who then carry it over into their homes and their communities, and along the way, everyone starts to think of it just as a culture. As business people, we tend to think the mind knows better than the heart or the gut, and force compassion out of our dialogs in the name of getting the deal closed. We often fail to see that the body was designed to work as a team, until the body turns on itself and falls apart. Maybe compassion should be its own course in law and business schools and not just a sidebar in an ethics text.

Tara N. Seosankar

Legal Counsel & Compliance Specialist| Strategic Research, Workplace Law, & Risk Management for Lawyers & Employers

1 年

This is a great article Murray. I always say, action speaks louder than words. While self reflection is needed to make changes, I think Tristan pretty much provided the tools to help make the changes everyone is "talking" about. The practice of law does not have to be unhealthy. It amazes me what people do to themselves for money. Law firms and lawyers can be rich and successful, even with just focusing on meeting the core needs as Tristan says here. I cannot imagine having a $h!t load of money I can't enjoy because I've had a mental breakdown, my body decided it's had enough, and I have absolutely nothing but surface relationships around me because I've focused on just making money. As Jamil said, money is by its nature a means to an end, not the end.

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