When you think you have pushed a decision through in a law firm, how do you stop that decision being undermined or ignored by the partners afterwards? In an environment where speed and flexibility are critical, it is clear that some decisions can no longer be channelled laboriously through partners’ meetings. Decisions on issues such as staffing levels, pricing and infrastructure resources have to be made swiftly and efficiently.
It is universally accepted that all law firms need strong and robust leadership, with a minimum level of consultation and discussion and a maximum level of drive and authority. But in some areas, particularly those requiring long-term change, managers are also aware that they need to gain widespread agreement to their strategies and plans – the need for ‘buy-in’, to use that overworked phrase.
