LAWYERS AS MANAGERS - Slaw – Canada’s Online Legal ...€¦ · LAWYERS AS MANAGERS How to Be a...

LAWYERS AS

MANAGERSHow to Be a Champion for Your

Firm and Employees

Andrew Elowitt and Marcia Watson Wasserman

elo59682_00_fm_i-xxiv.indd 3 7/7/17 3:52 PM

Cover design by Lachina

The materials contained herein represent the opinions of the authors and/or the editors, and should not be construed to be the views or opinions of the law firms or companies with whom such persons are in partnership with, associated with, or employed by, nor of the American Bar Association or the Law Practice Section unless adopted pursuant to the bylaws of the Association.

Nothing contained in this book is to be considered as the rendering of legal advice for specific cases, and readers are responsible for obtaining such advice from their own legal counsel. This book is intended for educational and informational purposes only.

© 2017 American Bar Association. All rights reserved.

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Library of Congress Cataloging-in-Publication DataNames: Elowitt, Andrew, author. | Wasserman, Marcia Watson, author.Title: Lawyers as managers : how to be a champion for your firm andemployees / by Andrew Elowitt and Marcia Watson Wasserman.Description: First edition. | Chicago : American Bar Association, [2017]Identifiers: LCCN 2017026983 | ISBN 9781634259682 (print)Subjects: LCSH: Law offices—United States—Management. | Practice of law—United States—Management. | Law offices—Employees—Selection and appointment—United States. | Lawyers—United States—Recruiting. | Lawyers—Training of—United States. | Mentoring in the professions—United States.Classification: LCC KF318 .E46 2017 | DDC 340.068/4—dc23LC record available at https://lccn.loc.gov/2017026983

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TABLE OF CONTENTS

About the Authors xiii

Acknowledgments xv

Foreword xix

PART I An Introduction to People Management

Chapter 1 Why People Management Matters . . . . . . . . . . . . . . . 3The Importance of People Management . . . . . . . . . . . . . . . . .4People Management Is This Book’s Main Focus . . . . . . . . . . .7Introducing the “Champion Manager” . . . . . . . . . . . . . . . . . .9This Book’s Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10How to Use This Book . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

Chapter 2 What Does It Mean To Be a Champion Manager? . .15Hire and Onboard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17Train, Supervise, and Develop . . . . . . . . . . . . . . . . . . . . . . . .17Ensure Productivity and Efficiency . . . . . . . . . . . . . . . . . . . . .18Foster Collaboration and Teamwork . . . . . . . . . . . . . . . . . . .19Engage, Motivate, and Retain . . . . . . . . . . . . . . . . . . . . . . . . .19Manage Conflicts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21Maintain Positive Morale and Culture . . . . . . . . . . . . . . . . . .21Leaders or Managers? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23Leadership and the People Side of Management . . . . . . . .25IQ vs . Emotional, Social, and Conversational Intelligences .27Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31


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Chapter 3 The Champion Manager Mindset . . . . . . . . . . . . . . . 33Learn to Think Like a Champion Manager—Before Acting

Like a Champion Manager . . . . . . . . . . . . . . . . . . . . . . . .33Preparing to Learn Law Firm Management Skills . . . . . . . . .34Your Recommended Packing List . . . . . . . . . . . . . . . . . . . . . .35Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45

PART II The Champion Manager Toolkit: What Every Champion Manager Needs to Know and Do

Chapter 4 Communication Basics . . . . . . . . . . . . . . . . . . . . . . . . 49Clarify the Purposes of Your Conversations . . . . . . . . . . . . . .52Select Appropriate Contexts for Your Conversations . . . . . .53Listen Attentively and Expansively . . . . . . . . . . . . . . . . . . . . .54Paraphrase and Summarize to Confirm Understanding . . . .56Use Questions to Understand Firm Members’

Thoughts and Feelings . . . . . . . . . . . . . . . . . . . . . . . . . . .57Separate Facts from Opinions to Move Conversations

Forward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .59Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64

Chapter 5 Hiring and Onboarding . . . . . . . . . . . . . . . . . . . . . . . 65Hiring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .65Onboarding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .72Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .76References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77Resource . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77

Chapter 6 Delegating and Assigning Work . . . . . . . . . . . . . . . . 79Managers Benefit When They Delegate . . . . . . . . . . . . . . . .79How to Become an Effective Delegator . . . . . . . . . . . . . . . . .80Be a Champion Manager—Not a Micromanager . . . . . . . . .89Why Do Some Lawyer Managers Micromanage? . . . . . . . . .91The Effects of Micromanaging on Employees and

the Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .93


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How to Stop Micromanaging . . . . . . . . . . . . . . . . . . . . . . . . .95When Micromanagers Are Perfectionists . . . . . . . . . . . . . . . .98Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .101References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .103

Chapter 7 Giving and Receiving Feedback . . . . . . . . . . . . . . . 105Negative Feedback Doesn’t Have to Be

Destructive Feedback . . . . . . . . . . . . . . . . . . . . . . . . . . .107Constructive Feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . .110Beyond the Constructive Approach . . . . . . . . . . . . . . . . . . .112A Champion Manager’s Collaborative Approach

to Feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .114Returning to the Big Picture . . . . . . . . . . . . . . . . . . . . . . . . .116Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .118References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .119

Chapter 8 Coaching and Mentoring . . . . . . . . . . . . . . . . . . . . . 121Designing Effective Coaching Plans . . . . . . . . . . . . . . . . . . .124S .M .A .R .T . Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .125Implementing a Coaching Plan . . . . . . . . . . . . . . . . . . . . . . .128Mentoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .130Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .133References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .136

Chapter 9 Fostering Coordination, Collaboration, and Teamwork . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137Building Trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .138Managing Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .141Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .146References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .147

Chapter 10 Managing Conflicts . . . . . . . . . . . . . . . . . . . . . . . . . 149Conflict in Law Firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .151Kinds of Conflicts in Law Firms . . . . . . . . . . . . . . . . . . . . . . .153A Framework for Dealing with Conflicts . . . . . . . . . . . . . . . .155Champion Managers Can Respond to Conflict

in Many Ways . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .158Champion Managers Find Constructive Ways

to Deal with Conflict . . . . . . . . . . . . . . . . . . . . . . . . . . . .161


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Champion Managers Know Their Own Triggers and Hot Buttons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .162

Using a Third Party to Resolve Conflicts . . . . . . . . . . . . . . .164Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .166References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .168

Chapter 11 Motivating, Engaging, and Maintaining Morale . . . 171Motivating . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .171Engaging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .175Maintaining High Morale . . . . . . . . . . . . . . . . . . . . . . . . . . . .181Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .191References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .193

Chapter 12 Creating and Maintaining a Positive Culture . . . . . . 195Managing Your Firm’s Culture . . . . . . . . . . . . . . . . . . . . . . .195Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .204References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .205

Chapter 13 Building a Champion Management Support System . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207Setting Up Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .207Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .217References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .218

PART III Managing Specific Individuals and Situations

Chapter 14 Managing Millennials . . . . . . . . . . . . . . . . . . . . . . . . 221Millennial Work Ethic and Work-Life Balance . . . . . . . . . . .224Millennials and Technology . . . . . . . . . . . . . . . . . . . . . . . . . .226Meaningful Work Engages Millennials . . . . . . . . . . . . . . . . .226Delegating to Millennials . . . . . . . . . . . . . . . . . . . . . . . . . . . .228Giving Feedback to Millennials . . . . . . . . . . . . . . . . . . . . . . .230Mentoring Millennials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .232Millennial Appearance & Demeanor . . . . . . . . . . . . . . . . . .233Millennial Loyalty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .234Millennials as Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . .235Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .236References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .238


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Chapter 15 Managing Underperformers . . . . . . . . . . . . . . . . . . 241Champion Managers Are Proactive in Addressing

Underperformance . . . . . . . . . . . . . . . . . . . . . . . . . . . . .242Champion Managers Think Before They Act . . . . . . . . . . . .243Champion Managers Talk with—Not to—the

Underperformer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .244Champion Managers Partner with Underperformers

to Create an Improvement Plan . . . . . . . . . . . . . . . . . . .246Champion Managers Coach and Follow Up with

Underperformers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .247Champion Managers Recognize That There May

Come a Time When Underperformers Should Be Terminated . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .249

Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .251

Chapter 16 Managing Superstars . . . . . . . . . . . . . . . . . . . . . . . . 255Champion Managers Are Aware of Their Own

Feelings about Their Superstars . . . . . . . . . . . . . . . . . .257Champion Managers Offer Their Superstars

Authentic, Personal, and Specific Praise . . . . . . . . . . . .258Champion Managers Reward Their Superstars

through Compensation and Interesting Assignments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .259

Champion Managers Are Clear about Desired Results and the Scope and Extent of What Is Expected from Their Superstars . . . . . . . . . . . . . . . . . .260

Champion Managers Help Their Superstars Avoid Burnout . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .260

Champion Managers Help Their Superstars Learn How to Cooperate and Collaborate with Other Members of the Firm . . . . . . . . . . . . . . . . . . . . . . . . . . .263

Champion Managers Enlist Their Superstars in Coaching and Developing Other Members of the Firm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .264

Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .265

Chapter 17 Managing B Players . . . . . . . . . . . . . . . . . . . . . . . . . 269Who Are the B Players in a Law Firm? . . . . . . . . . . . . . . . . .270The Hidden Potential of B Player Teams . . . . . . . . . . . . . . .274Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .276References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .277


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Chapter 18 Managing Staff vs . Managing Attorneys . . . . . . . . . 279Using the Fromm Six for Managing . . . . . . . . . . . . . . . . . . .280Managing Other Attorneys . . . . . . . . . . . . . . . . . . . . . . . . . .283Managing Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .285Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .288References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .289

Chapter 19 Managing Contract Attorneys, Temps, and Interns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 291Contract and Temporary Attorneys . . . . . . . . . . . . . . . . . . .292Intern Attorneys . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .297Temporary Staff Employees . . . . . . . . . . . . . . . . . . . . . . . . . .298Summer Staff Interns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .301Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .302References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .303

Chapter 20 Managing Flextime and Part-Time Personnel . . . . . 305Flexibility for Lawyers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .306Best Practices in Establishing Workplace Flexibility . . . . . .311Flexibility for Staff Employees . . . . . . . . . . . . . . . . . . . . . . . .314Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .316References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .317

Chapter 21 Managing Virtual and Telecommuting Personnel . . 319Benefits and Criteria for Telecommuting or

Working Virtually . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .319Choosing and Managing Telecommuters and

Virtual Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .324Communicating with Telecommuting and Virtual

Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .328Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .330References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .332

Chapter 22 Managing for Diversity and Inclusion . . . . . . . . . . . 333Why Diversity and Inclusion Matter . . . . . . . . . . . . . . . . . . .333Why Diversity and Inclusion Initiatives Fail . . . . . . . . . . . . . .334How to Get Started on Your Own Diversity and

Inclusion Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .336Moving Your Firm Forward . . . . . . . . . . . . . . . . . . . . . . . . . .338


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Handling Gender-Related Issues . . . . . . . . . . . . . . . . . . . . .342Diversity and Your Firm’s Clients . . . . . . . . . . . . . . . . . . . . .345Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .347References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .348

Chapter 23 Managing to Prevent Harassment and Bullying . . . 351What Constitutes Harassment and Bullying? . . . . . . . . . . . .351How to Prevent or Stop Harassment and Bullying . . . . . . .355Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .359References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .360

Chapter 24 Managing for Privacy, Confidentiality, and Cybersecurity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 361Cybersecurity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .362Off-Line Confidentiality and Privacy . . . . . . . . . . . . . . . . . . .368Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .369References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .370

Chapter 25 Managing for Wellness . . . . . . . . . . . . . . . . . . . . . . 371Managing Firm Members with Substance Abuse

or Mental Health Issues . . . . . . . . . . . . . . . . . . . . . . . . .373Managing Stress and Derailment Behaviors . . . . . . . . . . . .384Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .387References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .390Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .390

PART IV Becoming the Complete Champion Manager

Chapter 26 Assessing Your Progress as a Manager . . . . . . . . . . 395Self-Assessments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .395Assessment by Firm Members . . . . . . . . . . . . . . . . . . . . . . .398Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .401References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .402

Chapter 27 Refining Your Management Styles . . . . . . . . . . . . . 403Six Leadership Styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .404Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .407References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .408


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Chapter 28 Maintaining Authenticity and Integrity . . . . . . . . . . 409Leading by Example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .411Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .412

Chapter 29 Continuing Your Learning and Development . . . . . 413

Appendix A A Quick Diagnostic For Identifying Communications Problems In Your Firm . . . . . . . . . 421

Appendix B Initial Delegation Checklist . . . . . . . . . . . . . . . . . . . 423

Appendix C Post-Delegation Checklist . . . . . . . . . . . . . . . . . . . . 427

Appendix D The Flexible and Reduced Hours Checklist . . . . . . . 429

Appendix E Telework Employees Self-Assessment . . . . . . . . . . . 431

Appendix F Management Self-Assessment Checklist . . . . . . . . . 433

Index 435


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ABOUT THE AUTHORS

Andrew ElowittAndrew Elowitt, JD, MBA, PCC, worked for over 20 years both in law firms and as the head of a corporate legal depart-ment before becoming a practice man-agement consultant and professional certified coach. He is the Managing Director of New Actions LLC, a firm that

specializes in talent, strategy, and leadership development for law firms, businesses, and government agencies.

His work focuses on the people side of legal practice: how lawyers manage, lead, thrive, change, and find satis-faction. He is regarded as an expert on the use of coaching and emotional, social, and conversational intelligences in leading and managing legal organizations of all sizes.

Andrew is a Fellow in the College of Law Practice Man-agement, an International Coach Federation Professional Certified Coach, Vice Chair of the ABA Law Practice Divi-sion Publications Board, and founding member of its Law-yer Leadership and Management Board.

Andrew is regularly invited to conduct workshops and retreats for his clients and present programs to bar asso-ciations. He is the author of numerous books and articles


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on various law practice management topics, including The Lawyer’s Guide to Professional Coaching: Leadership, Men-toring & Effectiveness (American Bar Association, 2012).

Marcia Watson Wasserman A seasoned legal management profes-sional of more than 25 years, Marcia Wat-son Wasserman, Founder and President of Comprehensive Management Solu-tions, Inc., provides “C.O.O. To Go”™ services to boutique and mid-sized law firms. Her expertise includes operational

management reviews, management development and train-ing, succession planning, strategic planning, retreat facili-tation, cash flow projections and financial management reports, recruitment, compensation and benefits admin-istration, development of employee handbooks and job descriptions, business formations, and relocations.

As a thought leader, Marcia leads multiple monthly Man-aging Partners’ Roundtables focused on elevating the legal management discussion and sharing best practices. She serves as an Associate Editor and on the editorial board of Law Practice magazine and is also a member of the Law Practice Division’s Publications Board. Marcia frequently presents on law practice management topics at local, regional, and national conferences, and her writings can be found in leading legal publications. Marcia’s efforts have garnered the recognition of her peers as she is a Fellow in the College of Law Practice Management.

Prior to consulting, Marcia served as Chief Operating Officer and Executive Director at several law firms—both local and national—including an AmLaw 200 firm


219

Part IIIManaging Specific

Individuals and Situations

The chapters in this part of the book offer practical advice on how champion managers use the skills and mindset described previously to deal with many of the challenges, situations, and individuals commonly found in today’s law firms. Champion managers know the different skills and approaches they need for getting the best out of their underperforming, superstar, and average employees.

For example, they look past facile generalizations about Millennials, treat them as individuals who may or may not be different from older generations, and recognize that there are different keys to motivating them. Champion managers know how to supervise an increasingly diverse workforce that now includes contract attorneys, temps, interns, and employees that may be working on a flextime, part-time, virtual, or telecommuting basis. They also under-stand that it’s good business and ethical to manage for diversity and inclusion, to prevent harassment and bully-ing, to protect privacy and confidentiality, and to promote individual and firm-wide wellness.

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269

17Managing B Players

Many managers overlook the B players in their firm—champion managers don’t. They recognize that these solid, good-enough employees make a substantial contribution to a firm’s stability and are often an untapped resource for future growth and profitability (DeLong & Vijayaraghavan, 2003). Champion managers know that characterizing an employee as a B performer doesn’t mean they believe he or she has reached their full potential with no room for fur-ther growth and improvement. They make managing and developing their B players as high a priority as managing their superstars and underperformers, and they know that when B players are ignored they may begin to see them-selves as unimportant, underappreciated, or low perform-ing. As a result, their morale, engagement, and productivity may suffer.

It’s not too difficult to understand why so many manag-ers spend too little time focusing on their B players. By def-inition, B players are already doing well enough, so their development is not seen as a high priority. They don’t pres-ent the same critical risks and problems that underper-formers do, so their managers may not feel much of a sense

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Lawyers as Managers270

of urgency in managing them. And they don’t need the attention and appreciation that some superstars demand, so their managers may feel it’s acceptable to leave them be. Some managers may also wrongly assume that their B players simply lack the talent or potential to ever become A players, so investing more time in developing them will yield limited and infrequent returns.

Managers (especially high achieving ones) may simply find it more enjoyable and gratifying to work with their superstar employees and peers. Their conversations and collaborations may lead to impressive results, thus bring-ing immediate recognition and credit to both. Developing B players, on the other hand, can be more time consuming, and the results may not be quite as spectacular as those achieved by superstars, but over the long run improve-ments in the performance of B players can be equally, if not more, important to a firm.

Who Are the B PlAyers in A lAW FirM?

B players exist in all sorts of organizations, and the lack of management and development attention they typically receive is nothing unique to the legal profession. Although they are estimated to make up about 60 percent of most organizations, they seldom receive the attention that the top- and bottom-performing 20 percent of their organiza-tions do.

B performers are solid workers and consistent contrib-utors; they exist at all levels of a law firm. They perform well when provided with guidance, follow up, and feed-back. They may not be self-starters, or have a strategic

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Managing B Players 271

perspective, or understand how their work contributes to their firm’s overall objectives and operations, but they get things done—well and on time and without a lot of drama. Their ambitions and expectations are often more modest than those of A players, and they may be satis-fied with lower compensation in exchange for less stress and a more enjoyable work-life balance. Attorneys are, of course, not the only B players in a firm that deserve atten-tion and development. Champion managers appreciate their B-performing staff members and offer them ways to further develop their skills and talents.

Four Kinds of B Player Attorneys

Former A Players. Some superstars and overachievers even-tually slow down and work less intensely. They may wish to start or devote more time to their family, or they may wish to reduce their workload and pressures as they grow older and financially more secure. Or they may wish to use their talents for the benefit of their community or a charitable organiza-tion. Some superstars become B players after burning out; their performance may not match previous stellar heights, but they remain productive and valuable members of the firm. The trend towards flextime working arrangements and a higher proportion of non-equity partnerships suggests that we will see more of this kind of B player in the future.

subject Matter experts. These attorneys are respected experts in areas of the law that are somewhat tangential but still complementary to their firm’s core strategic focus. Even though their practice may not be a seamless fit with those of

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MAnAging B PlAyers

Champion managers know that, in most respects, manag-ing their B players is easier than managing underperform-ers and superstars. Many of their best management and development practices for those groups work equally well with their B performers. For example:

their fellow attorneys, their firms feel it is better to keep an in-house specialist rather than turn to outsiders for guidance. If they were a superstar or overachiever in their particular prac-tice area, it is likely that they would be a member of a firm with that specialty. Because they are a bit removed from the firm’s central practice, they are often perceived as being impartial and objective with few ambitions and personal agendas.

go-to and glue People. Although these attorneys may not be the highest performers, their knowledge, skills, experi-ence, and relationships contribute to their firm’s success. They understand how things work in their firm: when new people need to be shown the ropes or things need to get done, they are the go-to people. They are usually loyal, long-term firm members who serve as its institutional memory and provide a sense of stability and continuity, especially during tough times and transitions. Their networks of working relationships are the glue that holds firms together and ensures their viability. In many firms, staff members are the most important go-to and glue people. Though they may not be in formal positions of leadership or power, they often have a clear understand-ing of a firm’s interpersonal dynamics and are indispensable in getting things done.

Minders and Grinders. The old paradigm of law firm attorney roles was “finders, minders, and grinders”—in other words, rainmakers who find and develop clients, attorneys who man-age those clients’ cases and transactions, and attorneys who do most of the actual work on those matters. In the last ten years, this leverage model has evolved slightly in larger firms, with an increasing number of contract and staff attorneys being used for grinding, and an increasing number of find-ers also doing the minding. Even if these changes continue, B players will be needed and found among the attorneys who mind and grind.

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• Champion managers provide their B performers with frequent feedback that is candid, constructive, and future oriented. This helps them to develop to their full potential.

• Champion managers offer their B players authentic, personal, and specific praise rather than generic and insincere expressions. Secure B players usually need less frequent and fulsome appreciation than some of their insecure A player counterparts.

• Champion managers provide their B players with interesting and challenging job assignments to keep them engaged and develop their skillsets. This gives them a sense that they are trusted and valued.

• Champion managers provide their B players with regular training, coaching, and mentoring. This not only accelerates their development, but also helps with their satisfaction and retention.

• Champion managers recognize and reward their B performers’ accomplishments; both those that are extraordinary, and those that demonstrate the B player’s high degree of consistency, quality, and reliability. Slow and steady producers should not be overlooked.

At the same time, champion managers understand the ways that their B players are different from their superstar and underperformer counterparts. They embrace these dif-ferences in the following ways.

• Champion managers are aware of their B perform-ers’ individual aspirations and motivations. They don’t assume that every B player aspires to be an

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A player, but when someone is ambitious, they give them the resources and opportunity to grow.

• Champion managers realize that many of their B performers may be so focused on their individual responsibilities that they lack a broader under-standing of their firm’s strategic objectives. Cham-pion managers take the time to show them how they fit into the bigger picture and how they add value to both the firm and its clients.

• Champion managers also understand how well their B performers deal with pressure and stress. They realize that some of their B players may not want the high stress and workloads of their superstar counterparts, so they delegate and make assignments accordingly. They realize that some of their B performers may perform very well when workloads increase, but cannot sustain that same high level of productivity over the long run when high work demands and stress are chronic. As a result, they make sure that high-pressure assign-ments are episodic, so B performers can enjoy their desired work-life balance.

the hidden PotentiAl oF B PlAyer teAMs

Champion managers know another way to develop their B players: when placed on high performing teams, their skills and confidence improve. These dynamic, high-performing teams can be comprised of A and B players, or solely of B players. Synergies between B player team members are important, and teams of B players when expertly managed

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and led can actually outperform teams of A players lack-ing that same support (Chamorro-Premuzic, 2015). This doesn’t happen automatically; champion managers must be proactive and skillful in their management of the team and particularly its B-performing members. Champion managers need to provide a clear vision and strategy for the team, descriptive feedback on individual and team per-formance, and an environment with strong purpose and morale.

B players typically need a clear vision and roadmap more than their A player team member colleagues. When strat-egies, action plans, milestones, and metrics are cleanly defined, Bs can better understand their roles and respon-sibilities, and see how all the proverbial pieces fit together. They can also assess their performance and see how they are contributing to their team’s overall efforts. Champion managers make sure the strategies and objectives they articulate are realistic and attainable. When they’re not, B performers may feel they’ve failed, leading to lower engage-ment, confidence, and morale.

Less skilled teams that get feedback can outperform more skilled teams that don’t receive it. Champion manag-ers provide all of their team members with feedback that is accurate, honest, and not inflated. Rather than making sweeping generalizations or vague assessments, their feed-back is based on observable facts and accurate data. Dis-tinguishing facts from opinions helps team members do a faster and better job of discovering and addressing prob-lems. This in turn improves individual and team perfor-mance, allowing B performers to work harder and smarter, and thus develop faster.

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Champion managers are particularly sensitive to the interpersonal dynamics and morale of their teams. They recognize that these factors are often more important than the aggregate experience, skill, or expertise of the team’s individual members. When they assemble teams of B play-ers who are engaged, share common values and drivers, and care about each other; they see their B performers working harder, raising their individual performance, and accomplishing more for the success of the team. When this occurs, they can outperform teams of A players who lack their same high levels of morale and engagement.

ChAPter suMMAry

Champion managers don’t overlook B players. They recog-nize their substantial contribution to a firm’s stability and potential for future growth and profitability. B players may be one of the following types:

• Former A Players who slow down, want to spend more time with their family, wish to reduce their workloads as they grow older, or want to contrib-ute to their community or a charity.

• Subject Matter Experts who are experts in areas of the law that are somewhat tangential but still com-plementary to the firm’s core strategic focus.

• Go-To and Glue People whose knowledge, skills, experience, and relationships contribute to their firm’s success. Staff members are often the most important go-to and glue people.

• Minders and Grinders who manage cases and clients and do most of the actual work on those matters.

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Champion managers use their best management and development practices in working with B performers. They:

• Provide frequent feedback that is candid, construc-tive, and future oriented.

• Offer authentic, personal, and specific praise.• Provide interesting and challenging job

assignments.• Provide regular training, coaching, and mentoring.• Recognize and reward their accomplishments.• Understand their individual aspirations and moti-

vations and provide them with the resources and opportunities they need to grow.

• Understand how they deal with pressure and stress and delegate work accordingly.

• Place them on high performing teams to improve their skills and confidence, providing them with a clear vision and strategy for the team, descriptive feedback on individual and team performance, and an environment with strong purpose and morale.

reFerenCesChamorro-Premuzic, T. (2015, July 13). How to manage a team

of B players. Harvard Business Review. Retrieved from https://hbr.org/2015/07/how-to-manage-a-team-of-b-players

DeLong, T., & Vijayaraghavan, V. (2003, June). Let’s hear it for B players. Harvard Business Review. Retrieved from https://hbr.org/2003/06/lets-hear-it-for-b-players

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