yoga for lawyers

I’ve written two articles on meditation for lawyers: First Steps to an Uncluttered Mind and Meditation: Tool for a Clear Mind and Competitive Edge. Over the years, I’ve coupled my own meditation practice with the physical practice of yoga. The interest in yoga runs in the family. My kids enjoy it and my wife -- legal sanity’s co-producer Lori Herz  -- is a certified yoga instructor and devoted practitioner.

I just spotted this Small Firm Business feature titled: Personal Injury Solo Finds Salvation Through Yoga. In it, California solo Mark Webb shares how yoga helped him rise from a low point in his personal and professional life.

Now, 30 pounds lighter and possessing “a cooler mind-set in trial,” Webb wants to educate other lawyers about yoga’s benefits. So, he’s launched a website, yogalawyers.com, and is arranging an introductory yoga workshop in San Francisco on July 15-16, 2007. The site links to an engaging Yoga Journal article about Webb’s transformation through yoga.

how lawyers can choose a business coach

In my last post about business coaching for lawyers, I suggested that an important part of the coaching process is moving from assessment and strategy to action. As in sports, coaching success is determined on the playing field. A coach’s ideas, inspiration and guidance mean little to us if we still lack the ability-skills-tools we need to translate them into action points, realized goals and personal or team victories. That’s why our choice of business coach is so critical. First and foremost, we need to ensure that the coach we decide to work with can help us set realistic goals and take action to achieve them in our practice arena.

Stymied by the prospect of choosing the right business coach for you? You’ll find some great tips on getting started in the selection process in this Fast Company leadership post called Executive Coaching – Fuel or Folly? Among the pointers offered are: (1) have a general idea of what you’re striving for; (2) ask about the candidate’s coaching style, process, philosophy and experience; and (3) know what kind of coaching you want (relationship skills v. business growth v. psychological insights).

For a broader perspective on the benefits of coaching, take a look at Edward Poll’s (congratulations on your new grandson, Ed!) terrific article called Coaches Teach What Law Schools Don’t. It details how coaches with real world lawyering experience can help young practitioners bridge the skill and knowledge gap between the study and practice of law. Poll also addresses how lawyers learn to define and refine their idea of success through the coaching relationship.

Rounding out this mix of resources is Rosa Say’s post on how blogging has boosted the coaching industry. As part of her coverage, Say features my recent blog entry on coaching for lawyers (thanks!) and provides links to a roster of blogger-coaches in her vibrant Ho'ohana Community.

competing law firm business relationships

Most observers would agree that it makes sound business sense for law firms to establish strong and enduring relationships with the lawyers they hire and the clients they serve. But, what happens when one of these relationships is forged at the other’s expense? This is the scenario Gerry Riskin alludes to in a recent post titled “Genius” minus “empathy” equals “stupidity."

In it, Riskin cites the fallout that occurs when General Counsel are left out of the conversation about rising associate salaries in the law firms they use. He also directs us to a related post on Demand Destruction in which Patrick Lamb reports on GC’s negative responses to survey questions about law firm associate pay. While the survey results can be framed in terms of economic forces and market impact, Lamb astutely points out that law firms making such unilateral salary decisions “are putting their client relationships at risk”

And, so, firms are faced with competing -- instead of symbiotic -- business relationships.

On the one hand, they need to attract and retain top talent. Money, although not the only draw, still woos the best and brightest through a firm’s front door (whether it keeps them there is another story). On the other hand, a growing league of clients doesn’t want to foot the bill for law firm associate recruitment and retention initiatives.

It’s a conundrum.

Clients like the GC survey respondents have the choice to opt out and establish relationships with other (perhaps, smaller) firms or with alternative service providers like Axiom Legal. Beyond cutting back on lawyer pay increases and partner profits, law firms might do some relationship damage control by following Riskin’s advice to directly and candidly communicate with clients about associate compensation and other important issues.

Postscript: I finished writing this post late last night. This morning, law.com features a story about Sun Microsystem’s decision to reduce the number of law firms it uses as outside counsel. Although the company wouldn’t discuss the basis for its cuts, its General Counsel did share that Sun’s business interest in cost-cutting is at odds with the law firm “race to meet New York associate salary standards."

optimizing the lawyer-law firm relationship to benefit the bottom line

Following up on my last post about enhancing the lawyer-law firm relationship, I read Bruce MacEwen’s recent commentary that highlights the difference between merely acknowledging relationship issues and addressing them. In a post titled “Our Lawyers Are Our Future:” But We Don’t Really Care, MacEwen writes that many firms declare their lawyers their most valuable assets, but few actually take steps to remedy problems like rampant associate attrition or the dearth of women partners.

Profiling the remedial action plan of one firm, Simmons & Simmons, MacEwen concludes that economics and “cognitive dissonance” will eventually compel other firms to similarly experiment with lawyer experience management.

Over at The Adventure of Strategy, Rob Millard refers us to a post by Nixon Peabody’s HR Director, William Simpson, captioned To make an Organization Great, First Make it a Great Place to Work. In it, Simpson details his firm’s ongoing, multi-pronged approach to optimizing the law firm-lawyer relationship. One of those prongs is examining “what drives employee satisfaction.” Among the satisfaction-drivers of Nixon Peabody’s lawyers are: meaningful work, recognition in the form of a timely and simple thank you, respect from management and communication.

This kind of dialogue about lawyer satisfaction can go a long way towards countering the dissatisfaction and defection that costs firms on many levels. As Rees Morrison states in this post about lawyers’ perception of workload, it’s “the mind-numbing, commodity work that does not draw fully on the lawyer’s talents and professional interests that demoralize[s] them” and compels complaints.

Firms wishing to engage their lawyers in a candid conversation about satisfaction-drivers might benefit from using the newest version of Gallup’s StrengthsFinder assessment. John Moore has a nice review of it at Brand Autopsy. On the flip side, a Q & A piece featuring Judge Carl Horn III will help lawyers refresh their recollection of what it means to live a satisfying life in the law (thanks to Susan Daicoff for the tip).

finding the right coaching approach

I’m a big fan of business coaching for lawyers. I’ve been a consumer and provider of coaching services for many years. There are different coaching approaches and styles and, as with other personal and professional pursuits, it’s important to take the time to find the right coaching fit for you.

In a recent ABA Journal article titled Coach Me, Jenny B. Davis profiles the work of three professional coaches and their lawyer clients. I’m one of the featured coaches. The interesting thing about this inaugural run of the ABA Journal Coaching Project was it’s time frame. The coaches had just one month to help our clients “achieve peak performance.”

I worked with Larry Koch, a partner at a midsize Minneapolis firm looking to build his book of business. As I thought about the most efficient use of our relatively short time together, I decided to focus in on Larry’s existing business relationships to see if they offered any new avenues of opportunity for him to explore. Once we had this focus and a corresponding strategy, it was exciting to witness how much Larry accomplished in four weeks.

Sometimes, when we have an open time frame in which to meet our professional goals, we end up our spinning wheels, rethinking our steps and getting mired in details rather than taking action. The curtailed nature of this coaching assignment actually proved to be a very positive motivator. It kept us moving and on track.