Compensation (Re)Design for Law FirmsThe good people at Ark Group recently published a new book, “Compensation (Re)Design for Law Firms,” edited by Soo Darcy. I was invited to contribute a chapter, entitled “Incentivizing the New Normal.” As regular readers know, I believe that many, if not most, and quite possibly all law firm compensation plans are in need of an overhaul. There are numerous opportunities for improvement: aligning incentives with client needs; recognizing that different types of contributions deserve different rewards; eliminating the competition between furthering firm strategy and partner rewards; addressing the huge looming issue of succession planning and treating it as a firm wide problem, not as the responsibility of a handful of retiring partners to graciously solve by acting against their self-interest; and much more. Above all, incentivizing the new normal means rewarding profits derived from efficiency. The primary reason law firms don’t embrace alternative fees or project management/process improvement is that these novel approaches, despite being demanded by clients, will erode partner compensation… but only if we stick with outdated compensation models.

The list of other contributors to this book is impressive: August Aquila; David Baca; Thomas Berman; Jim Cotterman; Arthur Greene; John Jeffcock; Joel Rose; Julious Smith; and Mike Roster. If you don’t these names, click on the links to their impressive credentials. They each offer different insights into the philosophy and mechanics of rewarding behavior for maximum organizational effectiveness. I am pleased to be among such esteemed company.

If you serve in a law firm management or leadership role, do yourself, and your firm, a huge favor and purchase the book. Partner compensation has been considered by some to be the “third rail” of law firm management consulting. You can mess with anything else in this changing profession and industry, so long as you don’t impact the partners’ livelihoods. But here’s the thing: the incentives as currently modeled in many plans are specifically designed to lead to the law firm’s failure. The cost of doing nothing has never been greater. But lest the theme of “adapt or die” not be enough of an catalyst, think of it this way: your lawyers want to do the right thing for the clients; your clients want to continue to retain top lawyers; yet your compensation plan inevitably forces some unfortunate and awkward choices. The lawyers have to choose between their own self-interest or their clients’ needs; or the clients have to choose between excellent lawyers they know well but can no longer trust in lieu of unknown lawyers who demonstrably place client needs front and center. The law firms that figure this out have a window of opportunity to capture market share.

When an organization’s incentives are mis-aligned, and the highly compensated are rewarded for acting in ways that are contrary to the best interests of the firm, this is, undoubtedly, a bad situation and one can rightly assign some responsibility to bad actors. But the lion’s share of the responsibility belongs to firm management. If you know the incentives are misaligned, and if you allow the perpetuation of highly-compensated individuals to pursue their own self-interest to the detriment of the organization, then you have utterly failed as a manager and a leader. There is nothing especially surprising about law firm incentives. Every other business on the planet has dealt with similar issues. Isn’t it about time you step up?

 

Timothy B. Corcoran was the 2014 President of the Legal Marketing Association and is an elected Fellow of the College of Law Practice Management. He delivers keynote presentations, conducts workshops, and advises leaders of law firms, in-house legal departments and legal service providers on how to profit in a time of great change. For more information, contact him at +1.609.557.7311 or at tim@corcoranconsultinggroup.com.

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Do You Have An Idea Worthy of a 2016 InnovAction Award?

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Presented each year at the College of Law Practice Management’s Annual Futures Conference, the InnovAction Awards seek to identify and hold up as models those lawyers or firms or legal organizations doing things that have never been done before — or never in quite this way. The Entry Form for the 2016 InnovAction Awards is […]

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More Project Management & Process Improvement Courses Added

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Due to increasing demand, we are now offering additional dates to attend the Legal Lean Sigma Institute instructional courses in Process Improvement and Project Management. The highly interactive, experiential-learning courses combined lecture with hands-on experience to illustrate the effectiveness of the tools and methodologies. Our past attendees have cited the practicality of the course, the […]

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Legal Marketing Association Releases “Body of Knowledge”

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I’m pleased to have been chair of the Legal Marketing Association’s inaugural Education Advisory Council in 2015. We combined input from numerous market leaders with our own insights to develop the first official LMA Body of Knowledge. This tool reflects the skills and competencies expected of different roles and levels of the various members of the Legal Marketing […]

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The Evolution of Law Firm Compensation

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Law firm compensation plans are by and large unsophisticated, hard to administer, too subjective, opaque, and reward the wrong behaviors. As someone wise once said, “If your compensation plan is in conflict with your strategy, your compensation plan is your strategy.” To generate maximum financial performance in a law firm, and achieve the highest level of client […]

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Useful Metrics & Benchmarking

November 2, 2015

The path to success in a law firm or law department has changed, yet many continue to rely on outdated metrics to track performance. Both buyers (law departments) and sellers (law firms) rely on billable hours as a proxy for productivity and value. This is silly. Sure, hours are a unit of production and law […]

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Random thoughts on the future of law and technology

October 28, 2015

I have the good fortune of meeting and collaborating with some pretty influential players in this cozy little global profession of law practice. Monica Bay is one of those with whom, and from whom, I’ve learned a great deal. While it’s shocking to comprehend the passage of time, I first worked alongside Monica over 20 […]

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Upcoming Legal Lean Sigma Certification Course in Project Management and Process Improvement

October 28, 2015

What is it? The Legal Lean Sigma Institute is hosting another of its popular “open enrollment” white belt certification courses in project management and process improvement. Join us in Chicago on November 11 for an in-depth dive into PM and PI. We combine lecture and interactive exercises to help attendees understand and then apply PM […]

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The Perils of Income Smoothing

August 11, 2015

Perhaps you’ve been following the criminal trial of former leaders of disbanded law firm Dewey LeBoeuf LLP. The prosecution contends that these leaders purposely misled other stakeholders, including equity partners, bondholders, and the general public as to the firm’s fiscal health. Law360 reporter Andrew Strickler recently asked me whether such shenanigans are standard practice. After […]

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Working Smarter, Not Harder

August 3, 2015

As they say, a picture paints a thousand words. Today’s Dilbert comic poignantly illustrates the disconnect between lawyers who bill by the hour — and who believe the quantity of hours is both a measure of quality and a measure of financial success — and the rest of the business community, in which making money […]

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