I live in Canada, but as a strategist, I’m fascinated by the lessons arising from the recent election down South. Specifically, I was shocked by how divided America is between two radially different ideologies. Honestly, they couldn’t be more different. And we’re facing the same thing in Canada. In BC, where I live, we recently held provincial elections. It was so close that it took a few days to learn that NDP had narrowly won over the Conservatives: in one riding of 17,872 voters, the winner only had a 21-vote lead. Federally, my guess is that Conservatives will win the next election. But it won’t be a landslide. The world seems to be a deeply divisive place these days, with more polarized sections of the population than I have seen in my lifetime.
It’s important to consider how we got here, and to compare that to other important areas of our life, like at work. Traditionally, law firm Partnerships were like the Musketeers: one for all and all for one. Arguments would be hard fought and decisions made behind closed doors. But when a decision was announced, it was fully supported by all members of the Partnership. We worked hard at maintaining a collegial, supportive environment. We didn’t stop people from expressing their views, nor would someone who didn’t get there way stand in the way of the firm’s forward progress. Those in Partnerships respected others’ opinions, even if they were different from their own. One could argue that it wasn’t entirely healthy for dissenters to have to hold in their beliefs if their opinions were voted out. I’m not saying we should to back to those days. But it does feel to me like the pendulum is swinging very far the other way now.
How do we define and maintain a firm vision or set of values and at the same time, be open to varied perspectives and needs? I ask this because that’s the tightrope most Managing Partners must walk these days. We don’t want polarized sides of the firm. We don’t want some members to feel they are being stifled or censored. But we also don’t want individuals to destroy the firm’s culture under the guise of free speech. To avoid a firm where equal sides are polarized, there’s a simple four-step process.
- Set a Vision:
The solution starts with a clear vision. What are you aiming for, as a firm? You don’t need to be everything to everyone. You can and should take the time to determine who you are as a firm, and where you’re headed. Not everyone will agree with this vision and that’s OK. Those members can always self-select out of the firm. If you are really clear about your vision, you will attract people who share that vision. Anyone who doesn’t may well be working against the interests of the firm.
- Establish a Culture:
Next, think about how you want to run as a firm. Solidify intent by creating a list of value you will live by. Run all decisions through these values to ensure you aren’t going against them, and to ensure that you are hopefully supporting them. The how represents the firm’s culture. It should be clearly established, and carefully protected.
- Do Planning:
Next up is to decide what the firm will be focussing on in the coming year, and putting that to paper. Sharing the plan is a great way to keep team members aware, engaged, and feeling a sense of buy-in.
- Be Accountable:
The worst thing a leader can do is say they’ll act in a certain way, and then not do that thing. That’s a great way to inspire polarized memberships. Do the discussions, analysis and decision making needed for the steps about, then hold yourself accountable for implementation. Ensure the Partnership is reminded frequently of the vision so everyone knows in what direction the firm should be headed. Re-enforce the firm’s culture by making the right decisions, and reflecting back on culture and values to explain those decisions. Provide the firm with quarterly reporting on the status of the firm’s business plan to show that you are committed to following through, and delivering what was promised.
Incidentally, I’m not suggesting that Managing Partners do all of these steps on their own. I’m an advocate of engagement within law firms – seeking out opinions, having discussions, and coming to consensus around vision and values.
Polarized communities are the result of insufficiencies in the steps, above. When parties feel they tried to be supportive and were let down, they will become opposers. They may feel angry enough that they’ll create such opposition that it threatens the stability of the firm. And while it doesn’t seem to make sense to want to take down your own firm (or country), hell hath no fury like a person who thinks they were scorned. If you feel that your firm is divided, or is dividing, use these steps to get things back on track.
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