Setting goals is not enough. Anticipating potential obstacles to success is the best way to ensure law firm sustainability.

to risk or not to risk - law firm sustainabilityto risk or not to risk - law firm sustainability

Placing Your Method to Prosper
Attorneys are naturally risk-averse– paid to recognize, manage and alleviate risk for clients. Attorneys additionally encounter a continuous existential threat of slipping up and revealing themselves or their company to unfavorable effects connected with threat.

It is specifically this attitude that makes for an excellent attorney and a lousy business owner.

To be a reliable leader and astute entrepreneur, it is necessary to fix up fear with a readiness to take on risk. However, law school does not show this, nor do associate training programs, which provides an awesome obstacle to partners charged with running an effective company. All law practice owners, including equity partners, are de facto business owners. It is your duty to make all company choices connected to the company, including possibly risky ones such as acquisitions, working with, firing, prices and marketing. Each of these duties requires skills and an entrepreneurial state of mind that have to be found out and used.

No wonder many firms have problem with effectiveness, strategic growth and earnings.

As we approach a new year, it is a great time to determine objectives and undertake an honest evaluation of the mindset among companions to understand whether or not the company is positioned to succeed. Both workouts are international region for numerous little to midsized companies, yet they are crucial to law firm sustainability.

Recognizing and Establishing Objectives
A great place to begin is to put pen to paper (or marker to whiteboard) and established objectives. These should include:


What are the firm revenue targets for 2024? Just how are they broken down? What are the productivity objectives? Are there goals for enhancing overhanging expenses? Is the settlement system due for an overhaul? What does this resemble?


Are the right people in the appropriate seats? Where do you require much more ability? Just how do you review the best fit? Exactly how will you locate new hires? What are your retention goals? What concerning training goals? (Read “The Battle for Talent: 3 Retention Methods.”).


The number of customers does the firm wish to get in 2024? Are there customers that the company should sunset? Are there particular markets or verticals that the firm should explore? Just how will the strong grow customer partnerships?


Should your company think about decreasing or enlarging office space? Are your systems and innovation well-positioned to help the company reach its financial and workers goals?


Is this the year of growth by procurement? What sorts of companies do you intend to consider? How will you discover them? Just how will you veterinarian them? Just how will you approach the offer? Exactly how will you efficiently transition the newcomers right into the culture of the firm?


What do the following 5 years resemble in regards to succession? Is it the year of designing and beginning to implement a strategy? Just how is the rapport among companions? Is there a chance to boost placement, communication, and cooperation amongst the partners? What will be the outcome and just how will you measure it?

Preparing For and Reducing Threat.

Goal setting alone is not nearly enough to relocate the needle. To accomplish these objectives and goals, firms have to prepare for possible obstacles to success. Here’s where the capacity to project and examine danger is critical.

Some instances of risks and prospective mitigation methods for consideration:.


Every lawyer is afraid making a mistake, however there are elements that enhance this threat, and they need to be identified. These include:.

High pressure to bill clients with little understanding of what constitutes a legitimate charge and what doesn’t.
Fostering a culture of intolerance for mistakes, which ironically creates more mishaps due to fear.
Little formal training on technique, decision-making, conflict resolution or legal practices.

The war for talent rages on and shows no signs of slowing. The only way a firm can endeavor to win is to understand what lawyers want and need and then invest in supporting their journey to success. (Read: “Retention.”).


If your firm continues to have a nagging AR problem, it’s time to consider mitigating this risk by raising retainers, improving communications with clients, dropping deadbeat clients, and improving the billing hygiene of your lawyers.


The cost of everything has gone up over the last year, and so should your rates. Even if you have increased your firm’s rates at some point over the last few years, January is the perfect time to reassess and start charging based on value, not market or comfort level.


Hybrid work is not going away, and 2024 is a good time to reassess your office space needs if you haven’t already done so. Maintaining fancy and expensive office space is no longer a necessity for client acquisition or attorney retention.


No matter how confrontational attorneys may be on behalf of their clients, when it comes to managing internal conflict, most partners will avoid any potential altercation with their colleagues. This is one of the biggest risks to any law firm’s success because it breeds mistrust. Too many firms suffer from a dearth of trust among partners, and the negative effect of this trickles down into every aspect of the firm. If your firm’s partners are misaligned, the discord will reverse any and all efforts to improve the organization. (Read: “No Trust, No Firm: Vanishing the Elephant From the Conference.”).

Strategy for Law Firm Sustainability.

Taking a comprehensive inventory of individual and collective goals while paying close attention to risks that pose potential threats to progress is the best way to embrace the new year and all its possibilities. A little strategy combined with intentionality, accountability and out-of-the-box thinking will go a very long way in securing sustainable success.

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