Leaders: always ask an expert
Could the arduous campaign trail to win an election be comparable to the mission of driving a law firm to do better — and ultimately securing buy-in to a vision of a better future or meaningful change? PracticeEvolve identifies a few lessons for leaders and those who’d want them to listen
Rishi Sunak’s decision to leave this year’s D-Day commemorations early and miss a major part of the proceedings will haunt him forever. It was one of those political blunders, and there were a few from all sides in the run up to this year’s election that will go down in history. It begged the question that one cabinet minister asked Joe Pike, the BBC’s political investigations correspondent: “From one decision to the next I’m absolutely staggered – who is in charge?” We couldn’t help but notice several parallels in our industry that we should highlight and apply.
Exploring conversations that took place in the run up to the D-Day commemorations with a view to attempting to understand the PM’s thinking, we discover that a source close to Downing Street said of Sunak: “He surrounds himself with yes men and women who don’t challenge him.”
Another is quoted as commenting: “Someone dropped the ball and didn’t realise it. They are in the midst of a stressful election, grappling with problems on all fronts. It’s easy to say now that it was an obvious error.”
Let’s look at those parallels.
First, to succeed in business you need to build relationships with key people and understand who is responsible for the firm’s business strategy. They are the decision makers, the people who are in charge. They are the people you need to influence.
When we are invited to tender to supply a law firm’s legal practice management software (PMS), we take time to get to know the firm and its specific objectives so we can provide a bespoke solution. Building relationships with decision makers, and discovering exactly what makes them tick, will result in a mutually beneficial partnership based on trust and a precise understanding of what’s required. Only then can we deliver what’s right for the firm.
Challenge the thinking
Second, don’t surround yourself with people who constantly say ‘yes’. Having a team that challenges you and your thinking will enable your firm to flourish. For example, when you’re selecting a PMS for your firm, show your colleagues the proposals, ask for their feedback and act on that feedback. Take the comments back to the supplier and challenge their thinking too, so you end up with the very best solution possible.
The right person for the right advice
Third, always ask an expert. You wouldn’t ask your finance director how to improve operational efficiencies in your law firm, you’d speak with the practice manager. Likewise, if you need to optimise workflows or deliver effortless onboarding, your marketing director isn’t best placed to advise. For your legal or law tech, you need to consult the professionals.
Chances are, if Sunak had run his decision by his communications team, they would have said: “That’s a very bad idea Rishi, these commemorations mean so much to the British public, we’re clearing your diary of everything else so you can attend from start to finish.”
That’s what happens when you go to the right person. You receive the right advice for that particular situation.
Finally, we all make mistakes. To err is human, to forgive divine. Or should that be — to err is human, to ask an expert is smart.
