Through a recent podcast featuring 24-year-old Harvard-educated author Adam Aleksic on the influence of internet language, I was reminded of the incredible speed of change we are all now facing. Take, for example, use of the phrase “unalive” as a way of saying “dead” which might result in algorithmic censorship. Similarly, a watermelon now represents support for Palestine, given its similarity in colours to the Palestinian flag.
Aleksic also talked about how fleeting some new phrases or memes might be: valid for a period of time and then suddenly, no longer relevant.
Regardless of how much time lawyers and their firms spend on the internet, or understand the context of these shifts, they are a sign of the rapidly changing world in which we find ourselves. In many cases, those changes are being instigated by those much younger than us. (Think about the people working on AI right now, or the 20 somethings that Musk used as his DOGE A-Team). And the shifts might not be permanent. In fact, consider that nothing is permanent anymore…. it’s all constantly evolving.
So, how does one manage a law firm or a law practice in the midst of all of this shifting? It’s a bit like trying to build a house during a small earthquake. That said, if you want a house built these days, you’ll have to figure out how to do it on shaky ground.
Just some of the shaky ground we face includes:
- Lack of lawyers to train up to inherit from lawyers wishing to retire.
- Different work ethics of older and younger lawyers in the firm. How do you create a fair work distribution and payment system when the volume and calibre of work is so different, but younger lawyers tend to just look at and compare the bottom line?
- Loss of one of the most profitable areas of law (PI), which is in the final stages of disappearing. Now what?
- Strategists (including me) are predicting major shifts in future law firm needs as a direct result of AI. Specifically, I’ve predicted the need for 50% less junior lawyers and paralegals in the next ten years.
There are ways to deal with all of these issues, but the results won’t necessarily look like actions we’ve taken in the past. The thing about human beings is that we are resilient, and can be ingenious. Firms are best served by recognizing that new issues require new ways of thinking. Indeed, surviving law firms will be the ones not afraid to look very different ten years from now.
Despite the fast-changing and difficult environment, I’m also witness to the start of many brand new law firms. But they are doing things differently. I have a number of clients who have declared that they are tired of reactionary management. They want to be far more pro-active: predicting issues and opportunities before they arise, and preparing for them. Founders of new firms are working with people like me to ensure they have a good handle on what they are creating. Firms of all ages are getting strategic plans in place so the firm has a business roadmap, that can be adjusted as needed on a year-by-year basis. Many firms are now mandating coaching for all of their Associates (and some of the Partners) to ensure everyone is always working effectively toward accomplishment of declared personal business goals. In this age of increasingly remote workers, many firms are rethinking their premises: opting for a smaller footprint, designing for maximum flexibility with docking stations, requesting the design of adjustable meeting spaces to allow for small client meetings or larger, firm member face-to-face events.
Throughout this planning, most understand that this is only the beginning. The pace isn’t going to slow down…it might in fact speed up. Effectively dealing with that fact starts with a change in mind set. Decide you want to more proactively manage your firm, then build systems for ensuring you do just that. And hurry up, while you’re at it.
Heather Gray-Grant is a business strategist, marketing expert and executive coach for law firms, lawyers and administrators. She can be reached at heather@heathergraygrant.com