“FOR SOLE PRACTITIONERS, THE FUTURE’S NOT WHAT IT USED TO BE”

By Stephen P. Gallagher and Leonard E. Sienko, Jr.

The New York State Bar invited Steve Gallagher and Lenny Sienko to update their 2004 article for the Journal, “Yesterday’s Strategies Rarely Answer Tomorrows Problems,” [1] about new market challenges facing the legal profession. In the 11 years since, much has changed, especially for solo and small firm practitioners. The co-authors speak with two distinct and complementary voices – Steve discusses current trends and strategies, while Lenny gives practical tips and tricks and talks about the nitty-gritty of being a solo practitioner. This article appeared in the New York State Bar Journal in December, 2015.

2004 – Competing for the Future

Steve Gallagher: At the time we wrote the article “Yesterday’s Strategies,” Lenny was a member of NYSBA’s Electronic Communications Task Force (ECTF) along with current bar president, David Miranda. I was liaison to this task force, so we have been following trends in the profession for quite some time.

Lenny Sienko: OMG I feel old. We actually first worked together on the NYLaw Net Committee in 1993. Steve arranged a visit to Cornell Law School to talk to the folks responsible for the Legal Information Institute. We all came back enthused about “value added” to information available in the public domain. Our next meeting was at the NYSBA Bar Center on Elk Street, when we raised the idea of NYSBA posting a web page online. There were some chuckles; but the “powers-that-be” agreed to a trial run. Twenty-two years later, the NYSBA website is an enormous enterprise and the main repository of our member benefits.

SG: Back around that same time, Richard Susskind, the highly regarded British legal technology expert, was just beginning to write about the potential of the Internet disrupting legal practice. It was in his book The Future of Law: Facing the Challenges of Information Technology[2] that Susskind predicted, “Law will be gradually transformed from an advisory service to an information service as lawyers package their conventional work product in electronic form.”

LS: Susskind thought “tomorrow’s lawyer” would be forced to drop bespoke work and start treating legal work as a commodity. In my practice I have attempted to satisfy clients by customizing my representation even more – not less. I’d be afraid to call myself a “concierge lawyer,” but that is basically what I do these days (and nights). I am available 24/7 via email and cell phone. The client speaks to me – not a secretary or paralegal. Who can afford staff? Clients have each question answered by “their attorney,” who can make virtual or actual house calls.

For clients from the New York City, New Jersey and Connecticut metro area, who want to purchase second or vacation homes along the upper Delaware River, I have appointments on Saturdays, Sundays, or evenings. I can answer their questions by email from home in the evening.

SG: Our 2004 article built on Gary Hamel and C.K. Prahalad’s best seller Competing for the Future, a 1994 Harvard Business School Press publication that identified two critical choices the profession needed to make: either wait to see what happens to demand for traditional legal services, or anticipate the changes certain to affect the future and act now to shape the direction of these new services. In the past 11 years, however, the profession in general seems to have taken little action to shape new services, although emerging technologies in the hands of innovative sole practitioners and small firms are being seen as new ways to preserve and even expand ranges of legal services.

During this same period of time, we have gained even greater respect for Richard Susskind’s message, but Lenny and I still have faith in the profession doing more to work with clients who are demanding more creative and pro-active lawyering, by coming up with new ways of thinking about legal solutions and focusing on reducing rising legal costs.

LS: I guess you could call email an “emerged” technology. Many may think email past its prime, in some ways more of an annoyance than a tool. However, email rules in my work flow. My day is structured around emails received and my responses. The idea of a dictated, typed letter, stamped, metered, and sent through the U.S. Postal Service, makes me shudder at the time and expense involved. I can’t afford the additional costs involved with sending a letter. Even the larger firms I interact with send the bulk of their correspondence via email, having paid a graphic designer to fit their letterhead onto an email message blank or attaching a pdf version of their “letter.”

Continuing with my ode to email, one of my most prudent investments has been a searchable email database program. All emails are automatically saved and searchable, which allows me to confirm requests made by clients, check on advice given by me, and to deny assertions of opposing counsel with faulty memories. The email database has helped me “remind” other offices that I really did send a digital version of the abstract and prior title policy more than a month ago.

2014 and 2015 Law Firm Transition Surveys

SG: A large majority of law firm leaders who responded to a recently published Altman Weil Law Firm Transition Survey agreed that greater price competition, practice efficiency, commoditization of legal work, competition from nontraditional service providers, and non-hourly billing are all permanent changes in the legal landscape. For the most part, these are changes that have been imposed upon the profession from more demanding clients and more competitive newcomers who are challenging the rules of legal service delivery. We can only expect these changes in the landscape to continue.

When asked about the most likely change agent in the legal market over the next 10 years, Altman Weil’s 2014 Law Firm Transition Survey found, “34% of their large firm leaders identified corporate law departments as the force most likely to lead change; 32% chose technology innovation; and, 15% selected non-law-firm providers of legal services. Only 10% of respondents believe that law firms will take the lead in reinventing the legal market.” It is important to note that Altman Weil surveys have never attempted to track trends with solo and small firm practitioners. I suspect that sole practitioners throughout the state are much more concerned about keeping up with technology innovation and new threats from non-law-firm providers of legal services as the forces that will have the greatest impact on them. In fact, we believe, your future success is directly tied to your effective use of technology. To believe recent and future advances in information technology can be ignored is increasingly foolish and shortsighted.

LS: I’m still convinced that email is the innovation that we take too much for granted. It has brought about a paradigm shift in dealing with clients economically, efficiently, and effectively. After a few costly lessons, I have decided that I will no longer accept clients who do not have email (at least not without charging a substantial premium for another type of “bespoke” service) It is not cost effective to waste time playing “telephone tag” or sending out hard copies of draft documents. My real estate transactions now consist entirely of digital versions of documents being exchanged, right up to the actual closing, at which the final and only printed-out hard copies are signed and handed over to the title closer for recording.

Draft wills are now sent to clients for review as PDF attachments, electronically watermarked as “Draft.” Contracts of all types are handled in a similar fashion, utilizing counterpart execution. (Electronic signatures are taking a bit longer to become the norm.)

Everything on paper is being scanned in and, most of the paper so scanned is marked “scanned” and stored. I can’t yet bring myself to discard all such paper, even with multiple cloud back up services. I have BackBlaze and DropBox in the cloud, and a Bankers Box in the storage vault in the basement.

SG: What stood out to us most in the Altman Weil surveys was the belief that, “[o]nly 10% of respondents believe that law firms will take the lead in reinventing the legal market.” This suggests that these challenges to the rules of legal service delivery will be imposed by forces outside the profession. This left us with a sinking feeling that the profession was still focusing on rearranging the deck chairs on the Titanic just prior to striking the iceberg that would ultimately lead to her sinking.

LS: “ICEBERG SIGHTED!” I know we make fun of lawyers – for example, some of us are still using quill pens. However, no solo or small firm can long survive these days without dealing with technology. Solos, especially, are confronted with a kind of legal “social Darwinism.” If we don’t use the best technology available, the other lawyer will – to our disadvantage. The question is whether we will be reactive and thus off balance or proactive, trying to anticipate the “next big thing.” Do you still have a fax machine? That’s my personal litmus test for determining lawyerly tech levels. Never had one in the office. Never needed it! I have used eFax for nearly 20 years. Voicemail? Does your voicemail turn your message into an email attachment and send it to you? It can, easily. How often do you update your office desktop computers? Do you still even use desktops? I just replaced my main iMac. It lasted six years. That’s about twice the average useful life for a personal computer. One of the reasons I have always used Macs in the office is their longer life. They cost more; but they can be in service twice as long. If you don’t take the time to keep up with office tech, you will feel it in your bottom line.

2015 Report on the State of the Legal Market

SG: Another trends survey that hit home with us recently was the Georgetown University Law Center’s, 2015 Report on the State of the Legal Market.[3] According to this survey, over the past 10 years business spending on legal services fell from $159.4 billion to $118.3 billion, a precipitous drop of 25.8%.[4] This survey seemed to express equal concern over non-law-firm providers of legal services. “While the overall impact of such expanded competition remains fairly modest today, it is growing at a steady pace and, over time promises to be even more disruptive to the near monopoly previously enjoyed by law firms in the legal services market.”[5] The sole practitioners agree that we now see competition from non-law-firm providers as a much more immediate threat.

LS: I, for one, welcome our new non-law-firm overlords. Ten years ago I was afraid that automated, online services would entice my clients away. Now I say: let them have the “time wasters,” the C and D level clients, while I concentrate on the A and B clients. The DIY clients who buy their wills online should not be my intended client base. For the first 35 years of my practice, I suffered from the “be all things to all clients” syndrome common among solos. I thought I’d fall behind, that I’d fail if I didn’t try to take everyone who came through the door. Client selection was nice theory, something I had heard about in my first NYSBA CLE on starting my own practice back in 1978, but I had never really believed in it until recently. Now I see clients “by appointment” and mean it. Family responsibilities, as care-giver for my parents before they passed away, forced me to change my schedule. I dropped morning appointments and came in at noon. I found that I could work more efficiently and quickly, in a shorter period of time at the office and later at home. I just needed the courage to say “No” to clients, who would be more economically served by those online companies or lawyers who believed in “law as a commodity.”

SG: Georgetown’s findings also showed that law firm leaders identified “an ‘astonishing lack of urgency’ on behalf of partners in moving on vital issues like client demands for improved practice efficiency and changing the way firms deliver and price legal work.” That supports Altman Weil’s findings that law firm leadership knows that legal work will continue to slip away, and there is nothing that can be done to change this erosion in market share. With this type of thinking, the legal profession can become its own worst enemy!

LS: As a solo, I am not as threatened by these client demands as the larger firms might be. Over the years, I have been through “boom and bust” cycles, especially in real estate practice. I started out in 1978 typing my own letters and pleadings, using carbon paper. I couldn’t afford a secretary. When I hired my first wonderful legal secretary, I thought I’d made it. Over the years, I employed a handful of extraordinary people who made practice and life easier in some ways, more complicated in others. When I reduced my hours after a heart attack and, subsequently, caring for my parents, I didn’t have work for a secretary. Now that I’m back full time, I type my own letters, use my voicemail/email setup, and scan in every piece of paper. I’ve come full circle, survived. That’s better than many large firms I can think of.

It says volumes about what we used to refer to as a “learned profession” that, at least in my case, my measure of success is not money, awards, or other recognition, but the fact that I have survived 37 years as a sole practitioner in rural, upstate New York.

Reimagining the Future of the Legal Profession

SG: The Relevant Lawyer: Reimagining the Future of the Legal Profession[6] is a new book published by the ABA Standing Committee on Professional Responsibility. This book is by a powerful collection of independent voices who share an abiding concern about the future path of the legal profession. Frederic S. Ury, chair of the standing committee writes, “The time is now for leaders in the legal profession to join the dialogue on – and thus be able to influence – how legal services will be delivered over the next 5 to 10 years, and what roles lawyers, judges, and the courts will play in the delivery of those legal services. All signs point to a need for bold action by the bar and its members to stake a claim in the new global economy of fading borders where technology equals power.”[7]

Fred Ury goes on to say, “The legal profession’s unwillingness to engage in a discussion about difficult and controversial subjects, such as nonlawyer ownership, the inability of much of the population to afford legal representation, and the rapidly changing landscape, has resulted in other legal service providers filling the void.”[8]

LS: Mr. Ury’s on the right track, but the time for discussion is waning. Lawyers can’t spend too much time sitting around discussing disruptive technology. The changes will come. We cannot stop them. We have to adapt or die.

When I first opened my office, one of the first people through my door was my legal supply salesperson. John told me what I needed for forms, “bluebackers,” legal pads, stationery, everything I had to have to practice. John also offered easy credit terms. I could open an account with him and take more than 30 days to pay. I appreciated John’s confidence in me and bought everything I needed from him for the next 10 years, until John retired. I still have boxes of engraved stationery and pads of forms I’ll never use up. Today I create my own stationery using a laser printer I bought for under $200. That’s less than I paid for a single box of the old letterhead.

Most of us are not in a position to individually influence great shifts in the practice of our profession, if it still can be called that. We can only attempt to surf on the wave and try to keep our heads above water. If I need a New York real estate form, I can download it for free from Judicial Title. They have a discrete logo on every form. Somebody at that firm is a marketing genius. I can find other forms through Google.

SG: What excites us about Reimagining the Future of the Legal Profession is the recognition of three latent markets that are severely underserved by the legal profession today: (1) low- and moderate-income clients who go without the representation they need in civil matters approximately 80% of the time (note that moderate-income families are not the working poor – they are a family of four making $94,000); (2) middle-income clients, 50% of whom, it is estimated, go without the representation they need; and (3) people who did not realize they have a legal problem and who sought assistance through nonlegal agencies or resources.[9] When a person can only afford to pay a few hundred dollars for legal services and not several thousand, the lawyer will have few options – primarily, to either cease doing that kind of work or figure out a way of doing it profitably at a reduced rate.

LS: I agree with both the analysis here and the conclusion. Those lawyers who come after my generation will have to decide if they are going to serve these underserved groups and if they can make a living doing so. I have neither the inclination nor the energy to serve these groups in volume. I’m a custom woodworker doing one beautiful oak cabinet a week – not an assembly line turning out 100 particle board nightstands.

Sole Practitioners and New Market Strategies

SG: The legal services gap has been identified in a growing number of studies as one in which only about 15% to 20% of potential legal service opportunities are met by lawyers, with the other 80% to 85% going either unmet or unrecognized altogether. It is this latter 80% to 85% of the total market that new providers seek to tap. This is the same group that will present new opportunities to lawyers willing to break out of these comfort zones to explore new personal and professional networks in creative ways. I wanted to make one last reference, this time to the theory of ”disruptive innovation,” a phrase first coined by Harvard professor Clayton M. Christensen in his book The Innovator’s Dilemma, published back in 1997. The theory explains the phenomenon by which an innovation transforms an existing market or sector by introducing simplicity, convenience, accessibility, and affordability where complication and high cost are the status quo. Disruptive innovations are not breakthrough technologies that make good products better; rather they are innovations that make products and services more accessible and affordable, thereby making them available to a much larger population.

LS: With apologies to Professor Christensen, a “disruptive” technology is one which affects me and my business/profession adversely, at least at the outset. Non-disruptive technology happens to other folks.

For the first 15 years of my practice I was visited monthly by my legal bookseller’s representative. He often told me that my estate would make the last payment. He was wrong. After spending nearly six figures to maintain a complete law library because I was some 40 miles from the Supreme Court Law Library at the county seat, I bought my last set, my last pocket part, my last citator. These were all unaffordable. There was a long hiatus when I had a part-time position with the court system so I used a distant library; but these last few years, I have full-text cases and up-to the-minute citations through Google Scholar. Google is disruptive to the legal booksellers. To me it saves the thousands of dollars I spent annually with them.

SG: It is estimated that approximately 6% of solos and small law firms use a secure client portal to communicate and collaborate with their clients and deliver other legal services online. “Virtual law practice” is still in its early stages of adoption by the legal profession. The public is already beginning to see virtual law practices where a third party provides a website that connects clients with law firms. The third-party creates a website that is market-facing and attracts consumers who can become clients of the law firms linked to that company’s website. These consumer-facing websites often target specific legal needs, such as estate planning, start-up companies, or divorce law. Could this type of innovation make products and services more accessible and affordable, thereby making them available to a much larger population? Is there any reason that bar associations should not be building their own “branded networks”? An example of this type of hybrid service is DirectLawConnect, which promotes itself as a marketplace of online law firms that offer fixed-fee legal services over the Internet at reasonable and affordable fees.

LS: Despite my fascination with technology over the years, I have not yet participated in this ingenious hybrid. Even if they do their level best to comply with rules of professional conduct, I have difficulty accepting the concept of “unbundled services.” I want to offer complete representation – not leaving anything undone. I want to supply a finished cabinet without any “assembly required.” Perhaps, this is an opportunity for the independently licensed paralegal?

Bar Associations in Transition

SG: The first time I heard about “approaching the practice of law differently” was years ago from David H. Maister, one of the first widely known academic/practitioners who focused on law firm culture, leadership and the need for a new paradigm for the practice of law.[10]

We believe that few law firms will be able to create the future single-handedly. Bar associations hold the key to forming coalitions and alliances to help shape the future. If it is true that only about 15% to 20% of potential legal service opportunities are met by lawyers, with the other 80% to 85% going either unmet or unrecognized altogether, bar associations, with a shared vision of the future, need to help members understand and respond to what’s happening now, so lawyers can learn to be better, faster learners from what just happened. That is the only way bar associations will be able to have an impact on these permanent changes in the legal landscape.

Should bar associations be in the business of providing legal information websites offering direct-to-consumer, low-cost legal solutions to compete with such vendors as http://www.completecase.com, http://www.LegalZoom.com, and http://www.selfdivorce.com; or should bar associations and their sections get involved in developing “branded networks” that can offer individual members an efficient way to market their services through the company or bar association’s website?

Could bar associations do more to introduce young law graduates to my friend, Lenny Sienko and his community of seasoned lawyers who have been serving the public over the past 30-plus years? I suspect that many senior lawyers are not looking to fade away. At the same time, young lawyers need to find their own safe harbors to prepare for their own career and life transitions. The need for more flexible and accommodating work options affects not only those who are approaching traditional retirement, but younger women and men who don’t fit inside the box or want to work within the traditional partnership pyramid.

LS: When I opened my office in 1978, in the days before the individual assignment system, we answered calendar call on Monday mornings, and I was fortunate to have a colleague invite me to “Monday lunch” at the county seat. It was an education to sit in the courtroom and hear other, more experienced lawyers argue their cases. After your case was called, many remained to visit the County Clerk’s office to search titles; I’d visit the DA’s office to plea bargain cases. Lunch would see us all assembled in one small restaurant with the tables pushed together. It was our version of “The Inns of Court.” Questions were freely asked and answered by young and old. Legal news and gossip was flowing. Political arguments broke out. More cases were bargained and settled. The DA, County Attorney, Social Services Attorney were all there. The members of this group were my mentors. As years passed, I invited new lawyers to lunch. Those who came seemed to do better than those who stood aside. We closed half a dozen different restaurants; but kept going. Of late, death, disability, and the loss of the “calendar call” on Mondays have done in our group, but I see vestiges of its essence in the popularity of NYSBA’s listserves.

The listserves have been around since the mid 1990s, but now I see them taking on the role that was previously served by functions such as my Monday lunch group. Referrals get made, forms are exchanged, mentoring is rampant, we are snarky and prickly, confident and insecure. Many of the discussions sound familiar.

I was recently reminded of how important even this virtual interaction can be when NYSBA staff announced that the listserves would be migrated to a new “Communities” function. The old listserve software had been “orphaned,” and the staffer who kludged it along had retired. The General Practice Section’s 2,000 listserve members were advised of the changeover. Their rapid reaction with many questions and complaints illustrated to me the importance of what happens on the listserve. It was clear that no one wanted to see this service and the interactions it made possible diminished or limited in any way. It was/is an important link for its users.

SG: As Boomers like Lenny and me move closer to retirement, we often seek a greater sense of fulfillment, our own sense of purpose and meaning. The idea of a more flexible retirement option would allow not only partial retirement, so that senior lawyers can enjoy other pursuits, but also active retirement, wherein seniors can remain productively and socially engaged in the workplace, while helping young lawyers gain skills and knowledge in serving clients in new ways.

LS: I think we need some thinking “outside the box” when it comes to recruiting new solos. It’s very difficult to sell a solo law practice because it’s so hard to put a valuation on it. It’s easy enough to value the real estate and office furnishings; but what is the practice worth? Who’s going to pay to haul those worthless, old law books away?

If a young lawyer would like to buy my practice, my building, I’d be glad to sell; but how do they finance the purchase? Perhaps NYSBA could pick up an affinity partner to provide such finance at favorable rates as it does now with professional liability insurance? It’s worth asking the newer, younger members if such financing would be a member benefit they would use.

SG: According to NYSBA member data, Baby Boomers are approximately 55% of the New York State Bar, and over the next 10 or 20 years, most will be exiting the profession. If the “astonishing lack of urgency on behalf of partners is allowed to continue, the current law firm business model will surely continue to lose ground to even more nontraditional service providers.

We closed our 2004 article with a statement from Hamel and Prahalad’s Competing for the Future. It seems just as appropriate today:

Squeezing another penny out of costs, getting a product to market a few weeks earlier, responding to customer inquiries a little bit faster, ratcheting quality up one more notch, capturing another point of market share, tweaking the organization one additional time – these are the obsessions of managers today. But pursuing incremental advantage while rivals are fundamentally reinventing the industrial landscape is akin to fiddling while Rome burns.

[1] Stephen P. Gallagher & Leonard E. Sienko, Jr., Yesterday’s Strategies Rarely Answer Tomorrow’s Problems, N.Y. St. B.J. (Sept. 2004) p. 40. (LS: Oh no, not another Bar Journal article with footnotes! Footnotes don’t pay the rent for the solo practitioner or small firm. Let’s see if we can, together, offer some practical observations.)

[2] Richard E. Susskind, The Future of Law: Facing the Challenges of Information Technology 46 (Clarendon Press 1996).

[3] Georgetown University Law Center, Center for the Study of the Legal Profession, 2015 Report on the State of the Legal Market.

[4] Id.,  p. 7; Aric Press, Big Law’s Reality Check, Am. Law. (Nov. 2014), p. 41.

[5]2015 Report on the State of the Legal Market, supra note 4, p. 10.

[6] Paul A. Haskins, Editor, The Relevant Lawyer: Reimagining the Future of the Legal Profession 27 (American Bar Ass’n 2015).

[7]Id. p. 5.

[8] Id. p. 6.

[9] Id., p. 26.

[10] Culture in any organization is the system of beliefs that members share about the goals and values that are important to them and about the behavior that is appropriate to attain those goals and live those values.

Revised Strategy for Retirement/Transition Planning

Law firms throughout the country are struggling to find the balance to keep key people at every stage of development. We talked previously about how retirement should seen as a period of time when senior lawyers can experience new growth opportunities for themselves, their loved ones, and properly handled, this planning process should benefit the broader law firm community in many other ways.

Manayunk Peloton Main Street turn
Manayunk Peloton Main Street turn

The same senior lawyers that many law firms are now looking to sunset may become the untapped resources firms will need to lead the talent pool of the future?

Today, we are facing a shortage, not a surplus of talented lawyers, so law firms must begin to phase out “retirement” as we know it. As a replacement, law firms need to explore how a staged reduction in work hours and responsibilities ahead of full retirement might work. The same must be said for young people entering the profession. Our panelists agreed that no amount of money will be enough to keep talented young people from “jumping-ship” unless firms begin to address their needs and their concerns.

In my experiences with senior lawyers over the years, senior lawyers or pre-retirees are clearly not looking to fade away. They want to find fulfilling activities. They want enriching endeavors. Certainly they want to leisure… at times, and they naturally want to have fun. But, contrary to the popular media view of retirement, the most important thing lawyers anticipating retirement are looking for is their own fulfillment…their own sense of purpose and meaning. The idea of a more flexible retirement option, would allow not only partial retirement, so that senior lawyers can enjoy other pursuits, but also active retirement, wherein seniors can remain productively and socially engaged in the workplace. Going to a more flexible retirement as well as more flexible work schedules for all lawyers will demonstrate a fundamental shift in the way lawyers of all ages live their lives.

“Managing Transition: Making the Most of Change”

William Bridges, author of “Managing Transition: Making the Most of Change” (New York: Perseus, 2003) defines Transition as the inner process through which people come to terms with a change. The process takes place over a period of time as they let go of the way things used to be and reorient themselves to the way that things are now. Transition management is based on the idea that the best way to get people through transition is to affirm their experience and to help them to deal with it.  In a law firm setting, managing transition means helping people to make that difficult process less painful and disruptive. Many law firms have been following the mistaken idea that the best way to get people through a transition is to deny that they are even in a transition.

William Bridges, Ph.D.
William Bridges, Ph.D.

Getting through this transition is not easy. Each individual will need to start where the transition itself starts: with letting go of the inner connections to the way things were. As we age, we will be faced with how we might cut back in full-time employment.  What are some of the things senior lawyers might have to let go of? Income will certainly be affected; definitely there may be a loss of intellectual challenge; possibly a loss of a group of colleagues and friends; a regular place to go every morning; the familiar way you have structured your time over many years. You also will be confronted with the possible lose of professional identity. These are some of the things that leaving the full-time practice of law will force the senior lawyer to think about losing. Continue reading “Managing Transition: Making the Most of Change”

Understanding the War for Talent – Off-Ramps and On-Ramps

Sylvia Ann Hewlett is an economist and the Director of the Gender and Policy Program at the School of International and Public Affairs, Columbia University. Her most recent book, Brainpower (2014) contains a wealth of valuable research showing how the old career model – particularly for women – just does not work. Hewlett reports that, “fully 60 percent of highly qualified women have nonlinear careers. They take off-ramps and scenic routes and have a hard time conjuring up continuous, cumulative, lockstep employment—which is a necessary condition for success within the confines of the white male competitive model.”[1] For too many talented women this model doesn’t work, which is why many companies find it difficult to attract and retain female talent, just when the need for the broadest talent pool is greater than ever.”[2]

Off-Ramps & On-Ramps Revisited
Off-Ramps & On-Ramps Revisited

Sylvia Ann Hewlett points out that, “Despite the fact that women these days are highly credentialed (49 percent of law school graduates and 36 percent of business school graduates are female), they are not being promoted or advanced at a rate commensurate with their weight in the talent pool.”[3] More than half of all professional and graduate degrees are now awarded to women. [4] According to the U.S. Department of Education, the number of women with graduate and professional degrees is projected to grow by 16 percent over the next decade, while the number of men with these degrees is projected to grow by a mere 1.3 percent.[5]

In the forward to Sylvia Ann Hewlett’s book, Off-Ramps and On-Ramps, Carolyn Buck Luce, Chair of Hidden Brain Drain Task Force[6] made reference to closing comments made during the 2005 launching of the task forces research studies at the House of Commons in London. Patricia Fili-Krushel serves as Chairman of the NBCUniversal News Group, task force co-chair, came up with a powerful image that has loomed large in task force conversations: “These women who leave or languish, are, in effect, the canaries in the coal mine, the first and most conspicuous of an out-dated, dysfunctional career model.” Fili-Krushel then went on to enumerate some of the other casualties: “58-year-old baby boomers who don’t want to retire but are no longer willing to put in 70-hour weeks; and 28-year-old Gen X and Y men who want to be better, more involved fathers than their dads were, and need flexible work.”[7]

[1] Sylvia Ann Hewlett, Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success (Boston: Harvard Business School Press, 2007) p. 1.

[2] Ibid. p. 4.

[3] American Bar Association Commission on Women in the Profession, “A Current Glance at Women in the Law,” http://www.abanet.org/women/CurrentGlanceStatistics2006.pdf: Catalyst, “Quick Takes: Women MBAs”, http://www.catalyst.org/files/quicktakes/Quick%20Takes%-20Women%20MBAs.pdf

[4] National Center for Educational Statistics, Digest of Education Statistics Tables and Figures 2005, table 246, “Degrees conferred by degree-granting institutions, by level of degree and sex of student: Selected years, 1869-70 through 2013-14,” http://nces.ed.gov/programs/digest/d05/tables/dt05_246.asp, Data is for academic year 2004-2005.

[5] National Center for Education Statistics, Projections of Education Statistics to 2012. Data projected to 2012. Calculation by the Center for Work-Life Policy.

[6] In February 2004, Sylvia Ann Hewlett (Center for Work-Life Policy and Columbia University), Cornel West (Princeton University and Carolyn Buck Luce, the Global Pharmaceutical Sector Leader at Ernst & Young LLP, founded the Hidden Brain Drain Task Force. The idea was to persuade corporations to become stakeholders in an effort to fully realize female talent over the life span of their careers. The mission of the task force is to identify, develop, and promote a second generation of corporate policies and practices that support women’s ambition, work, and life needs. By June 2006, the task force had grown to thirty-four global corporations, representing 2.5 million employees, operating in 152 countries around the world.

[7] Remarks made at House of Commons, London, February 24, 2005.

Understanding the War for Talent – Aging of the Workforce

The aging of the workforce is something that the legal profession can no longer ignore. The legal marketplace has yet to feel the impact of the loss of massive numbers of baby boomers that will be leaving the profession. Over this same period of time, fewer and fewer “talented” young people are expected to enter the profession. Demographic and economic projections suggest that the shortage of workers will start soon and grow significantly.

Duomo de Milano
Duomo de Milano, Italy

The Employment Policy Foundation (EPF) estimates that 80 percent of the impending labor shortage will involve skills, not number of workers potentially available.[1] Within the next several years, this shift in age distribution will cause law firms to experience an unprecedented “brain drain,” unless dramatic steps are taken by law firm leadership to look for new approaches to attracting and retaining key people. This “War for Talent”[2] is only just beginning. Continue reading Understanding the War for Talent – Aging of the Workforce

Getting Started

The best way to find out if you can benefit from coaching is to try it. I invite you to contact me by telephone 610-660-0218 or send me an e-mail at sgallagher@leadershipcoach.us. We will select a time to meet over the telephone at no charge.

Portofino, Italy
Live your dreams.

The purpose of this telephone call is to discuss your needs and to get a sense of whether I may be able to help you work through your areas of concern.

We can arrange for follow-up with a variety of assessments before deciding to work together. I can provide you with confidential referrals to former coaching clients, and after you have decided to move forward, we will then be able to begin scheduling coaching sessions over the telephone several times a month.

Tell me more about the telephone meetings…

Continue reading Getting Started

Transition is a Life-long Process

Clare's spiritual advisersIn addition to coaching lawyers, Stephen is an adjunct faculty member in the Marketing department at St. Joseph’s University in Philadelphia as well as an adjunct in Professional Studies at Neumann University in Aston, PA.. As such Stephen has acquired a wide range of professional and life experiences that have proven to be of value in working with accomplished professionals.

Stephen believes that teaching young adults helps him gain a greater appreciation for the challenges high level attorneys are facing in trying to sustain and grow a law practices in these trying times especially while trying to maintain a balance between work and family responsibilities.

Stephen has written extensively in areas as diverse as The High Performance Lawyer, Yesterday’s Strategies Rarely Answer Tomorrow’s Problems, and Winding Down the Law Practice, and Planning for Retirement. He has designed and facilitated numerous bar association and law firm retreats dealing with the changing nature of law practice. The National Association of Bar Executives (NABE) published Stephen’s two part article on Bar Associations in Transition (Part 1Part 2).

High Performance – ABA New Model – May 2005

ABA – Gallagher-Rethinking

Coaching Lawyers for Behavioral Change

 “Put Me In Coach!” Mentoring and Coaching at Today’s Law Firm

Stephen P. Gallagher, President, LeadershipCoach

Law firms throughout the world seek new ways to attract and retain young lawyers. In the context of today’s rapidly changing global marketplace, it is essential that young lawyers be trained to be flexible, adaptable and prepared to take responsibility for their own continuous, personal, and professional development.  Law firms face new challenges in building professional development environments which will encourage individuals to take a more pro-active role in their own learning process.

Young professionals are looking for better ways to increase their worth to their organization, while at the same time, developing the transferable skills needed to enhance their own market value.  Law firms are finding that ‘one size fits all’ training programs are no longer sufficient to enable individuals to keep-up with a new fast-paced, turbulent business environment.  Today, law firms have to become learning organizations, where “longer-term human development is seen as a continual and integrated part of daily life.”[1]  According to Peter M. Senge, “learning organizations are organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see “the whole” together.[2]

Talk to a successful person about how they learned their craft or their trade and you will find that most will fondly recall one or two key individuals who helped shape their careers. This person may have been a parent, a teacher, or in many instances a colleague who is expert in the individual’s field of interest. Airline pilots will tell you that flight simulators are useful in teaching you to fly; but they really learn to fly, to use their judgment, to become pilots, by spending hours training next to a more senior pilot.  Surgeons perfect their skills by working on a team headed by more experienced surgeons before they earn the right and gain the expertise to perform surgery with their own team. Lawyers are no different. Over the years, law firms have relied on the one-on-one mentoring relationship to personalize the learning experience. “Sitting in the second chair” is how many litigators began their courtroom careers.

Research indicates that employees’ job performance is a function of their ability, their motivation to engage with their work, and the opportunity to deploy their ideas, abilities and knowledge effectively. [3] It is very difficult to acquire these qualities from a classroom setting. One-on-one mentoring or coaching contribute to professional development by helping individuals reach their professional goals faster, building on strengths, developing skills, providing encouragement, while increasing confidence.

In the law firm setting, mentoring provides a more junior attorney with an opportunity to reflect, learn, and develop, so the learner is able to apply knowledge to real world situations. This type of one-on-one working relationship has always been an importance part of in-house training which has taken place in law firms for generations. In law firms, mentors are usually highly placed partners who take a stewardship interest in the performance and career of younger lawyers. Their focus is on career advising and advancement.[4]

Continue reading Coaching Lawyers for Behavioral Change

The rise of the laptop lawyer? Senior members, lonely bowlers, and a way forward

The rise of the laptop lawyer? Senior members, lonely bowlers, and a way forward

ABA Bar Leaders Nov/Dec 2014 – Vol. 39 No. 2

By Stephen P. Gallagher, M.S.O.D.

Stephen P. Gallagher, master of science in organizational development, is president of Leadershipcoach.us, an executive coaching company headquartered in Narberth, Pa. Stephen concentrates his practice on transition/succession planning for lawyers. This article was prepared with cooperation and support from Leonard E. Sienko Jr., a lifelong friend and a sole practitioner at The Sienko Law Office in Hancock, N.Y. In Gallagher’s own transition from full-time practice, he spends time teaching several marketing classes at St. Joseph’s University, and he commits more of his time to his three grandchildren. He can be reached via e-mail and welcomes your comments and questions.

 

About eight years ago, I wrote a set of articles for Bar Leader on bar associations in transition. My focus at that time was on how voluntary bar associations throughout the country were struggling to attract and retain young members. Today, I would like to examine how bar associations are handling the new needs, new desires, and new dreams of senior attorneys facing transition from full-time practice.

This group represents a potentially massive exodus of talent leaving the profession—potentially leaving bar membership. Are there services that bar associations can offer to those leaving full-time practice?

Much of what I’ll say applies particularly to voluntary bar associations, as they are under the imperative to remain attractive to members at every career and life stage. My hope, however, is that those at mandatory bars will find some insights they can apply so their members do more than just write that check each year.

Our starting point

In my earlier articles, I referenced the work of political scientist Robert Putnam, particularly his book Bowling Alone: The Collapse and Revival of American Community, in which he showed that people were moving away from relying on formal participation in large organizations as their way of connecting with society and toward more intimate one-on-one relationships.

Consumers are increasingly becoming self-directed, self-organized, and self-regulated. They are “bowling alone.” In the case of bar members, they avoid meetings and functions. They have little time to develop Putnam’s “social capital.” I suggested in one of those earlier articles that “Bar associations may need to find new service offerings that address members’ increasingly segmented and diverse needs, if they hope to survive these turbulent times.”

What has changed?

Today’s lawyers face daunting challenges with the advent of new technologies resulting in increased access to information, standardization of services, and pressure from clients to deliver routine services more cost effectively. The real competition for the solo practitioner, who survived on real estate transactions and family estate work, is now LegalZoom and other one-stop, online, DIY services.

The Future at Work—Trends and Implications is a study by RAND Corp. for the U.S. Department of Labor. Their researchers sought to answer the question, “What does the future hold for work in the 21st century?” Their research findings are a good starting point, showing that law firms are moving from vertically integrated organizations to more specialized ones that outsource noncore functions, and to more decentralized forms of internal organization.

Law firms are already seeing the shift away from more permanent, lifetime jobs toward less permanent, and even nonstandard employment relationships. Solicitations for off-shore research and drafting services are now commonplace email messages.

A new world for senior lawyers

It is within this context that we must explore what bar associations can do to help senior lawyers who are transitioning themselves away from full-time practice and perhaps toward alternative arrangements. A key challenge and opportunity for bar associations these days is deciding how best to shift resources and focus to assist these “nonstandard employment relationships” through every phase of career and lifelong transition.

Today, many professionals, young and old(er), give very little thought to the idea that the bar association represents their interests, so it is becoming increasingly imperative that bar leaders find out what services their members are actually using, and why they are using them. Identifying these services cannot rely upon anecdotal evidence but must be based upon hard data—dare I say, “large data.”

As part of its Service 2015 strategic planning process, the North Carolina Bar Association Strategic Planning & Emerging Trends Committee conducted a member survey. Here is one of its key findings: “The most valued service that the association provides is still fostering a positive reputation for the profession.”

Elizabeth Derrico, who assisted the committee with its strategic planning through the ABA Division for Bar Services Consulting Services Program, noted that ABA survey data reflects a similar sentiment. Derrico, now associate executive director of strategic member engagement at the New York State Bar Association, explained in her summary that “positive reputation” goes beyond “image” and encompasses professionalism, legislative advocacy, competence, and public service.

The committee’s final report indicates that members appeared to be saying, “‘[H]elp me serve my clients by keeping me up to date, promoting professionalism and the integrity of the system, and providing me with practice tools'” and “‘[H]elp me to practice ethically, responsibly, and efficiently and make the system work.’” The NC Bar’s most valued services, then, will be those that directly serve members.

PMA programs, LAPs may be increasingly important

It is important to understand that no matter what new program or benefit you add, the association no longer “creates” value. The best you can hope to do is establish programs and services that recognize, realize, and actualize the value that already exists in your individual members. If, say, 60 percent of your members are solo practitioners (and many of them seniors), your challenge as a bar leader is to figure out how you can re-establish socially capitalized, one-on-one relationships with these individuals.

In 1990, I joined the NYSBA staff as its first practice management advisor, and one of the first in the country. Today, there are 30 PMA programs throughout North America. These resource centers are open to all members, with a variety of services—most of them free—particularly focused on solo and small-firm practitioners.

Among their services, PMA programs offer one-on-one, confidential advising services—to “help them practice ethically, responsibly, and efficiently.” Given the number of recent graduates unable to find traditional, full-time practice settings, and the increasing longevity and disproportionate size of the baby boom generation now facing transition, bar associations can expect to see expanding needs for PMA services.

The early 1990s was the same period of time when bar associations were beginning to establish lawyer assistance programs, which provide education and confidential assistance to lawyers, judges, law students, and immediate family members affected by the problems of substance abuse, stress, depression, or other mental health issues.

The aging lawyer population will put increasing pressure on bar communities to expand the scope and range of lawyer assistance programs as greater number of self-directed lawyers, judges, law students, and family members seek help with impairments in ability to function as a result of age-related problems.

The NC Bar, for example, offers an intervention program that is aimed at persuading impaired lawyers to retire and assisting them to do so before they commit a disciplinary infraction. You can read more about that in this same issue and in a previous article.

I believe bar associations should be looking to expand support networks to aid all lawyers in navigating life’s transition. I spoke with Jim Calloway, the director of the Management Assistance Program at the Oklahoma Bar Association, who shared his hypothesis about senior lawyers.

Calloway believes that “Many senior lawyers will not quit practicing until they absolutely have to do so. A combination of factors including the economy and simply the desire to stay engaged and involved, he says, will create a huge need ahead to retrain those folks from being “office lawyers” to being “laptop lawyers.”

This is a much larger population than any LAP is equipped to handle with current intervention services, and it may also go beyond what is traditionally offered by PMA programs. Is this a place where LAP and PMA approaches should connect?

How do communities of interest develop?

Bar associations have always used sections and committees to attract and retain members. Sections and committees are forms of “communities of interest”—traditionally, the shared interest that’s aimed at bringing members together and forming a community has focused on substantive law areas, with few exceptions.

Today, there is a growing need to expand communities of interest based on changing member needs and concerns. Technology is allowing communities of interest to be interactive places for members to meet online to discuss ideas and build the profession’s body of knowledge. The New York State Bar Association’s General Practice Section listserv is one such community of interest. Nearly 2,000 GP Section members voluntarily receive listserv emails and participate in lawyerly exchanges.

The old bar association luncheon discussions of the last generation have given way to email threads of hundreds of questions and thousands of messages. Mentors and their pupils no longer use the telephone. It is easier to ask your question online and receive a host of answers. Of course, there are always those who might abuse such a setup, but the group regulates itself very effectively. Transaction forms and sample pleadings fly back and forth through the ether. Value is created and added.

I am concerned about what else bar associations could do to bring experienced senior lawyers together with less-experienced young lawyers who are themselves looking to grow a career. Could it be that local and state bar associations need to work together to build regional networks of services to better serve the profession and to empower lawyers young and old(er) to better serve the public?

What are senior lawyers’ communities of interest?

It is healthy for senior lawyers to stay involved with familiar “communities of interest.” It is equally healthy for senior lawyers to form new communities with diverse groups of individuals who share similar interests. A community of interest around selling a law practice certainly needs a room full of lawyers interested in buying a law practice. Many bar associations seem to be content in forming senior lawyers’ divisions, sections, and committees, because these groupings fit the traditional mold for bar activity. But I wonder what value is generated when the average age of a committee or section is over 70?

I see much greater value in keeping senior lawyers actively involved in every phase of substantive law sections. This is one way of keeping a healthy community. For the short term, I have to agree with Jim Calloway’s suggestions for bar associations to commit greater resources in helping “office lawyers” become “laptop lawyers.” Your senior lawyers will respond well to young lawyers who are self-directed, self-organized, and computer-literate. 

As increasing numbers of senior lawyers explore more flexible roles and work styles, seeking new forms of work assignments suited to their personal experiences and inclinations, bar associations large and small, urban and rural are in a unique position to form a broader range of alliances and communities to better serve individuals’ transitions away from full-time practice, while at the same time providing young people with hope and direction in figuring out how best to serve emerging demands.

This time of massive exodus of talent leaving the profession, while law firms shift away from permanent, lifetime jobs toward less permanent, nonstandard employment relationships creates many opportunities for bar associations that are willing to explore new ways of shaping Putnam’s “social capital.”