By John Freeman
First released in 1995. Routledge is an imprint of Taylor & Francis, an informa corporation.
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This created a layer between the lawyer’s work with his clients and the control of his business, and it was called bureaucracy. This classification into function and its consequential centralisation of management introduced a functional layer between the lawyer and his client which in turn produced a systems rather than a service approach to our work. Our firms were run principally on financial lines. The real lifelines of the firm in terms of quality products, client service and staff development were perhaps not given enough prominence in this departmental and financial management structure.
As form follows function in architecture, action follows attitude in management. There are broadly three main differences of attitude which are found in law firms towards the problems that we all face in trying to run successful practices. There are those 28 THE MANAGEMENT REVOLUTION firms who just keep on doggedly doing the same old thing in the same old way, regardless of profitability and effectiveness, but with lower profit levels and lower staff and partner morale than before and with an increasing foreboding about the future.
But mission statements can be useful if kept simple and if communicated to everyone in the firm. Even better, the mission statement should ideally be evolved after discussion with staff and clients, so they identify with it and take ‘ownership’ of it, rather than having it imposed from the high altar of the partners’ annual conference. Keep it simple, for example: THE MISSION STATEMENT of JARNDYCE & JARNDYCE Solicitors ‘TO KEEP OUR CLIENTS HAPPY’ This Mission Statement of Jarndyce & Jarndyce has been agreed after discussion with a number of clients and after consultation with all members of the firm.
Client Management for Solicitors by John Freeman