Over the last two decades, an increasing number of large law firms have hired non-practicing lawyers in management roles. Sometimes these roles evolve organically, sometimes firms create “start-up teams.” This presentation examines the role of non-practicing lawyers in large law firms and the dynamics of starting new internal or external service offerings.
Over the last two decades, an increasing number of large law firms have hired non-practicing lawyers in management roles. Sometimes these roles evolve organically, sometimes firms create “start-up teams.” This presentation examines the role of non-practicing lawyers in large law firms and the dynamics of starting new internal or external service offerings.
Over the last two decades, an increasing number of large law firms have hired non-practicing lawyers in management roles. Sometimes these roles evolve organically, sometimes firms create “start-up teams.” This presentation examines the role of non-practicing lawyers in large law firms and the dynamics of starting new internal or external service offerings.
Strategies Conference February 22, 2007 Clark Cordner, WilmerHale Clark.Cordner@WilmerHale.com 202-247-3456 Ron Friedmann, Prism Legal Consulting, Inc. ron@prismlegal.com 703.527.2381 Agenda Blended ("hybrid) attorney defined Value: Why have them Hybrids and start-up teams Integration issues Career paths Billing Introduction Law firm strategic context Markets to serve Services to offer (internal and external) How to organize Intangibles (e.g., culture, innovation) What is a hybrid lawyer? Where do they fit? Hybrid Attorney Overview Lawyers who do not practice law Typically a staff function May or may not be billable Excludes Managing partner E-discovery attorney (?) Where Hybrid Lawyers Fit As firms grow larger Management becomes more professional More specialized know-how required Practicing lawyers Usually have no business experience Typically have no interest in managing Non-practicing lawyers Often have non-legal (and mgmt) experience Focus on management or practice support Hybrid Attorney Examples Marketing Practice Support Recruiting Professional development Knowledge management COO or ED What Hybrids Do "Translation Layer Navigate the caste system Apply practice know-how Practice support Professional development KM The Value Hybrids Add Clients assume firms have expertise Specialized know-how helps clients Recruiting/Retention Benefits Metric: "Make my life a little easier Enablers Starting Hybrid Operations Add incrementally Create a start-up team Both have issues Pros and Cons Big decision Budget Risk Effectiveness? Limited buy-in Resources? Resources Recognition Support Smaller decision Less budget Lower risk Incremental Start-Up Team Pros Cons Start-Up Teams Where on the org chart? Formal Informal (skunk works) Affiliate How to staff Metrics (evaluation) Deliverables Financial Client service Start-Up Tips Document early expectations Identify expected metrics Plan to periodically evaluate If unfamiliar, ratchet back announced expectations Identify champions / mentors . and align their interests Establish modest revenue goals Be Careful of What You Ask. You may get it Expectations for a new position Of the person Of the firm If you hire, be prepared to support Integration: Caste System Youre a lawyer - or not Lawyers listen to other lawyers The messenger matters Dilemmas Wed be better off without caste system Is the hybrid a lawyer or staff Best or worst of all worlds? Integration What is the staff culture Cooperative Competitive (fiefdoms) Success requires cooperation Risk of diversion Call to solve too man problems Do lawyers know whom to call? Integration: Compensation Lawyers expect high compensation But this flows from billing hours or bringing in clients So hybrids may be in middle And what about partnership? Voting, equity, or share of profits Opportunity cost to NOT practice Career Paths Practicing lawyer path is clear Or is it? Counsel and many partner flavors Staff path is fairly clear What about hybrids? Lawyer or staff Candidates personal risk mgmt Billing Issues Internal functions are not billable Marketing, CLE, recruiting Case-specific work arguably billable Some practice support, KM But firms may choose not to bill Relationship management How many timekeepers per bill? Recruiting Hybrids Many practicing lawyers are unhappy But unhappiness with practice does not mean lawyer has right skill Need to find right skill mix How important is cultural know-how? Recruiting options Internal External (but where?) Retaining Hybrids Questions of identity: fish or fowl? Reconciliation affected by Sense of fulfillment Belief there is direction / career value Treatment / Respect Perception of still being "on the team The Future Are more coming? . to stay? Q & A Questions / Discussion ?