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We are pleased to announce:
Phyllis Weiss Haserot, president of Practice Development Counsel,
has won the 2006 Edge Award for a short article, part of
the winning ensemble piece, "Is Your Marketing Stuck Inside the Box?
Break Out by Answering the Basics." It was a cover story for the
March 2006 issue of Law Practice, a publication of the American Bar Association.
The Edge Award is given each year to the authors of the two best articles
and the one best column published that year in Law Practice.
Phyllis' article addresses this widely prevalent hot issue:
"My partners think the solution to our getting more business is
that we simply need to bring in a good rainmaker. Are they right?"
The winning piece, which focuses on lateral integration, an important
ingredient of organizational effectiveness, follows.
Phyllis Weiss Haserot's
Organizational Effectiveness Issue of the Month
DON'T YOU THINK THE SOLUTION IS TO SIMPLY BRING IN A
GOOD RAINMAKER?
August 2006
It's no secret that many firms' marketing plans are built
around one central strategy: acquire individual attorneys and groups with
substantial books of business. Some law firms are looking like baseball
teams full of free agents switching allegiance with ever greater frequency.
Is this good for the fans or the clients?
While large firms, like baseball teams in major media markets
may have the big bucks to pay for perceived large talent, the "let's
go buy a rainmaker" strategy may be trickier for smaller firms to
pull off and absorb. (Not that large firms necessarily manage it so well
either, but they are not as dependent on a few individuals.) Of course,
the intention going in is not continuous mobility. However, multiple moves
do occur if an effective lateral integration plan is not put in place
and executed well. (For articles and checklists on lateral integration
see www.pdcounsel.com/lateral.html.)
If you think the solution is to bring in a good rainmaker,
a seemingly attractive option, ask and answer these questions:
- What is your plan for attracting and keeping the rainmaker? Rainmakers
don't grow on trees, and they can be very mobile. Can your firm accept
a culture of free agency?
- Is the culture of your firm such that it can welcome a "star,"
collaborate and avoid resentments?
- Most important, how will you build on the strengths of the rest of
the firm to pull their weight and capitalize on what the rainmaker can
do?
There are many potentially sensitive issues that can arise
and damage a firm's cohesiveness when bringing in a rainmaker is looked
to for salvation. Be sure that it's not like expecting Manny Ramirez to
win the World Series by himself. (Especially since he is a quirky person
and the Red Sox have lost many of their top players - but I digress.)
If they are the "right" people for your firm, will fit in and
share the vision of your firm, rainmakers are a tremendous asset, no doubt.
One that does not fit in can do more harm than good in terms of internal
morale, economics and even client dissatisfaction.
I caution you to think through this decision, plan carefully
and do the hard work necessary. There are no magic pills, and the rest
of the lawyers in the firm still have to put out their best effort.
Phyllis Weiss Haserot is the president of Practice Development
Counsel, a business development and organizational effectiveness consulting
and coaching firm with a special focus on inter-generational relations
in the workplace. Reach her at 212-593-1549 or pwhaserot@pdcounsel.com.
For training, coaching and special programs on maximizing
the potential of your organization and your young professionals, call
Phyllis for an exploratory talk or complimentary coaching session at 212-593-1549
or e-mail at: pwhaserot@pdcounsel.com.
See www.pdcounsel.com/nextgen.html
and www.pdcounsel.com/about.html.
Ask about our ground-breaking *Next Generation, Next Destination*
transitioning planning programs and services for baby boomer senior professionals
and their firms.
Request Phyllis
to speak at your organization or at firm retreats.
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