The flexible law firm: reality or pipe dream?
Much buzz has been stirred by longtime blogger Denise Howell’s poignant, powerful and candid post titled Have Aeron, Will Travel. In it, Howell shares her thoughts and observations concerning her recent, forced departure from a Biglaw firm. Although she never cites the reasons for the “separation,” Howell devotes a sizeable chunk of post space to reflecting on the importance and “business realities” of work-life balance programs in the law.
In the spirit of res ipsa loquitur, I’m going to let Howell’s excellent commentary speak for itself. But, to do it proper justice, I want to highlight some of the links in the chain of conversation her sharing has generated. Ernie the Attorney remarks on Howell’s desire to funnel any prospective professional endeavors through a “stringent ‘how much do I really love that?’ filter.” Also noting the filter metaphor, Gerry Riskin observes: “A firm cannot prosper without keeping its best people and the best people will always have choices which they will exercise based on their drive for self actualization.”
Taking a slightly different approach, David Maister seizes the opportunity Howell creates for him to explore if it’s really possible for a law firm to offer “a wide variety of personal choices on work intensity.” After reviewing some of his earlier work on the issue, Maister says: “I would love to believe that a single business entity could offer choice of intensity - but I'm not sure it can if it is aiming to be among the best in its field.” What Maister seems to be saying here is that lawyers ultimately need to ensure that their firm’s culture syncs with their deeply held values and work-life needs or preferences. To expect that law firms will sacrifice their greatness for our individual good might be a very unrealistic and unreasonable expectation.
Whatever position we take on this very important topic; Howell has done us all a great service by being so open with her opinions and feelings at this pivotal point in her personal and professional evolution. We’re all looking to grow and we’re all seeking happiness that can be elusive at times. We gain vital perspective, strenghth and mutual understanding when people, like Howell, are brave enough to share their struggles and triumphs with us. The insight gained on a personal and collective level can only benefit us, the firms we work for and the legal profession.
In the spirit of res ipsa loquitur, I’m going to let Howell’s excellent commentary speak for itself. But, to do it proper justice, I want to highlight some of the links in the chain of conversation her sharing has generated. Ernie the Attorney remarks on Howell’s desire to funnel any prospective professional endeavors through a “stringent ‘how much do I really love that?’ filter.” Also noting the filter metaphor, Gerry Riskin observes: “A firm cannot prosper without keeping its best people and the best people will always have choices which they will exercise based on their drive for self actualization.”
Taking a slightly different approach, David Maister seizes the opportunity Howell creates for him to explore if it’s really possible for a law firm to offer “a wide variety of personal choices on work intensity.” After reviewing some of his earlier work on the issue, Maister says: “I would love to believe that a single business entity could offer choice of intensity - but I'm not sure it can if it is aiming to be among the best in its field.” What Maister seems to be saying here is that lawyers ultimately need to ensure that their firm’s culture syncs with their deeply held values and work-life needs or preferences. To expect that law firms will sacrifice their greatness for our individual good might be a very unrealistic and unreasonable expectation.
Whatever position we take on this very important topic; Howell has done us all a great service by being so open with her opinions and feelings at this pivotal point in her personal and professional evolution. We’re all looking to grow and we’re all seeking happiness that can be elusive at times. We gain vital perspective, strenghth and mutual understanding when people, like Howell, are brave enough to share their struggles and triumphs with us. The insight gained on a personal and collective level can only benefit us, the firms we work for and the legal profession.
There are three parties to the work-life balance equation: the firm, the lawyer and the client. There must be give and take on the part of all three in order for a firm to deliver exceptional value to its clients and balance to its members. It starts with the firm measuring lawyer value in terms other than billable hours and clients measuring value in terms other than responsiveness. It requires that the lawyer take responsibility for his or her own balance and not simply expect the firm to "pay" for it. The lawyer must be capable of focusing in on client issues and develop solutions in an efficient manner and thereby creating real value for the firm, the client and themselves.