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“Lead Through Change” a Big Hit in Asheville, NC

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Former Senators Tom Daschle and Bill Frist debate health care leadership issues

Former Senators Tom Daschle and Bill Frist debate health care leadership issues

John Maxwell receives the Mother Teresa Prize for Global Peace and Leadership at Lead Through Change in Asheville, NC

John Maxwell receives the Mother Teresa Prize for Global Peace and Leadership at Lead Through Change in Asheville, NC

Last month several members of my law firm had the opportunity to attend a new leadership program, “Lead Through Change” held in my hometown of Asheville, North Carolina. The focus of the program was leadership during the present time of enormous change affecting the health care industry. As a law firm that has many medical profession clients, we felt that we needed to be on the cutting edge of what the medical field is facing today. The speakers included two former Senators (Tom Daschle and Bill Frist), leadership expert John Maxwell, leaders of the American Medical Association and the American Dental Association, and local Mission Hospitals CEO, Dr. Ron Paulus. The event was a production of the Luminary Leadership Network, led by Bill Murdock, founder of our local Eblen Charities. I was so impressed with the content, and learned so much, that I thought I would share some of what I learned about leadership in this one day event focused on the health care industry.

Senator Daschle had some really interesting thoughts about the issues facing the healthcare industry, and why we continue to have such difficulties. He said that there are four key factors to future leadership in that industry: 1) Resiliency, 2) Innovation, 3) Collaboration and 4) Engagement. As he explained what these four factors meant to health care leadership, I thought that perhaps they also applied to the legal industry, which is also experiencing massive change.

Mission Hospitals CEO Ron Paulus gave a phenomenal talk on the difficulties he has experienced in times of change and how his leadership has developed as he has struggled through challenging times. He suggested two book resources for folks who are entrusted with the leadership of an organization; 1) Organizational Culture and Leadership by Edgar Schein, and 2) The Art of Possibility by Rosamund Stone Zander. I immediately bought both of them online, and am currently reading the first.

The final speaker of the day was leadership guru John C. Maxwell. His basic laws of leadership apply to every discipline and industry.   He focused on the attitude of a leader while being challenged with change and uncertainty in the organization being led.

I believe the intent is to repeat his event in the future. I definitely recommend that you visit this site for further information: http://leadthroughchange.com/

L2: Learn Lead – A New and Exciting Leadership Education Event

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141010_maxwell_L2_0464I had the pleasure of attending the first L2 leadership event, held just outside of Atlanta Georgia, about three weeks ago. Based on what I experienced this will be the first of many annual events to come. At first it seemed like the event would simply be a shortened (only a half day) copycat of Leadercast (the event held in May of each year, which I usually attend); but I was wrong. There were only three speakers, much less “show” to the event, and much more content per speaker (in my opinion). The event is held in the same facility as houses the new John C. Maxwell Leadership Center. Each presentation was 45 minutes. John Maxwell went first, and finished the event as well.

Here is what I learned and highly commend for your consideration. Instead of giving you a complete synopsis of each speaker’s content, I thought I would simply let you know a few things I learned from each speaker (three or four points I will try and apply in my own life and leadership):

John Maxwell spoke (in both of his sessions) on the topic of “Good Leaders Ask Great Questions.” Since he just wrote a book with that title, I believe all of the attendees present understood that two 45 minutes segments really did not do the topic justice. Here are my takeaways:

  1. You only get answers to questions that you ask. Some folks don’t ask questions because they do not want to look bad, or dumb, to others. I have a tendency to not ask questions, especially when there is more than one other person in the room. In a conversation the person who wins (takes away the most, or learns the most) is the person who asks the most questions, and I am therefore cheating myself by not speaking up.
  2. When we ask questions, we have the ability to direct the conversation. Dr. Maxwell gave us many questions to ask when you are in a one on one learning lunch or meeting type of situation such as: What is the greatest lesson you ever learned? What have you learned recently? How has failure shaped your life? What have you read that I should read?
  3. As a leader I need to regularly ask myself three questions:
    1. Am I investing in myself? – This is a personal growth question I need to ask myself every day – what am I doing to make myself better, to grow as a leader, realizing that it is impossible to raise and lift up others if my own life is dormant.
    2. Am I genuinely interested in others? – This is a question where I examine my own motives.
    3. Am In investing in the right people? – This is a question where I ask about return on investment. Do those who I invest my time and energy in, themselves: influence others, have a potential to grow, desire to grow, have passion and character?

Linda Kaplan Thaler, a world renowned leader and innovator in the field of marketing (having created such well known marketing campaigns as the Aflac Duck and the Toys ‘R’ Us jingle), spoke on the topic of “GRIT: How Ordinary People Become Extraordinary”. GRIT stand for Guts, Resilience, Initiative and Tenacity. Here are my takeaways to keep on track in working to achieve success in my life:

  1. Solve small problems – people tend to freeze up when it appears obstacles are too large. When it seems so, I need to focus on small accomplishments and keep moving forward.
  2. Make my Bed – start every day by accomplishing something small. This will create a positive tone to build on during the day.
  3. Finish what I start – stay focused and accomplish. Avoid starting too many things and finishing nothing.
  4. Forget will power – put myself in situations where I am not tempted to mess up, waste time, or do something which is not beneficial to my life goals and objectives.

Tim Sanders, a maverick CEO of a tech start-up, who is the former Yahoo Chief Solutions Officer, spoke on the topic of “People Centric Tools for Success”. He has recently authored an excellent book titled “Today We are Rich” which I highly recommend. Here are my takeaways from his three imperatives to maintain balance and progress in life:

  1. Clear Mind – If my mind is filled with garbage, then my life is going to be negative. He stressed the importance of getting a good start to the day, which means not checking email while I lie in bed, and not inundating myself with negative media, but instead having a time of learning and reflection before I do anything else.
  2. Creative tendency – We need to leave time in life for creativity. The creative things I do in my free time will make me more creative at work.
  3. Compassionate Way – I need to be more loving to the people I lead, and work with. I simply cannot lead people if I do not care for them. The most compassionate thing I can do as a leader is to listen without power (or exerting power).

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Tim Sanders presenting at L2: Learn Lead

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John Maxwell speaking to small group at exclusive L2: Learn Lead breakfast

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Linda Kaplan Thayer presenting at L2: Learn Lead

Essential Qualities of an Effective Leader Part 2: Trust

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Trust is a critical quality of effective leadership.  I recently wrote a column for the LP Magazine Managing Column, titled: “Old Fashioned CRM: The Importance of Trust”.  The column discusses three critical factors in gaining, keeping and even rebuilding trust: 1. Living a consistent life, including both being truthful and keeping promises you make, 2. Being transparent in your relationships, and 3. Being generous.  These three factors are critical in relationships with those you work for, those who work for you, those who you work with, and those who hire you to work for them.  You can read my recent column at the following link:

http://www.americanbar.org/publications/law_practice_magazine/2014/july-august/managing.html

 

What I learned at Leadercast 2014

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   Simon Sinek

 

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Bishop Desmond Tutu

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Leadercast is an event held in Atlanta, Georgia each spring. It is simulcast live to locations all over the world (and this year the portion with Bishop Desmond Tutu was simulcast back to Atlanta from South Africa).  Unless I have an ABA meeting to attend during the week of Leadercast, I attend the live event. Over the years I have met several of the leadership experts that I count as mentors (even though I have only, very briefly, personally met two or three of them, much of my leadership learning has come from study of resources they have created).  The event was held on May 9th 2014.  I highly recommend this event to anyone interested in “lifting the lid” on their leadership (i.e. developing their leadership skills).  You can find out more about the event at www.leadercast.com. The belief of Leadercast is that leading and being led by people who inspire and enlighten us, gives us strength and allows us to grow. Leadercast was built on a belief that the world needs better leaders—leaders worth following.  For lawyer friends that follow me for leadership advice, remember that leadership principles apply not only to the non-legal world, but to the leadership of our profession as well; leadership of other lawyers, leadership of law firms and leadership of clients.

Here are a few tidbits of what I learned at Leadercast this year:

Andy Stanley, a local pastor from Atlanta opened the day up (as he has done several times).  He truly is an expert on organizational visioning and leadership.  He shared the theme of the day with us, which was: Becoming a ‘Beyond You” Leader. He taught that being a Beyond You leader is about fearlessly and selflessly empowering others to lead – those by our side, as well as those coming up behind us.  Stanley taught that the value of our lives is measured in how much we give away.  He used the example of a funeral and what is honored or remembered about a deceased.  It is usually not how much a person made, but instead generosity and selfless acts of kindness.  In life we celebrate generosity, but tend to envy accumulation.  

Dr. Henry Cloud, a clinical psychologist and business consultant, furthered the topic of Beyond You Leadership.  Most people are control freaks.  Being a “Beyond You” leader, one who achieves both results and relationships, is about three things to understand: 1) that you will only really understand those you desire to lead when they understand that you understand them, 2) that there has to be something in you, some motivation or reason for leading, which is beyond you, and 3) that as leader we must be willing to give up control. 

Award winning author and journalist Malcolm Gladwell, as he is famous for, made his leadership point by telling a story.  He told the story of a leader in Northern Ireland after World War II.  The story is beyond this blog, but the point he made was that followers will only follow rules, laws or policies of a leader when they see the leadership of the leader as legitimate.  To be viewed as legitimate, followers must feel: 1) respect – the kind where they feel that leadership respects them as persons, 2) fairness – that leaders do not play favoritism but treat every individual fairly, and 3) reliability- that leaders are  not arbitrary in their decision making.

Leadership Expert and Best Selling Author Simon Sinek spoke to the attendees about the environment that we create as leaders.  He mentioned that with so much uncertainty in the world the one area where leaders have some control is the internal environment of the organization.  He called it the “Circle of Certainty”. We must on a daily basis work to make the environment in our organizations positive.  We must make progress on a daily basis.  He used (as does many a leadership speaker) Southwest Airlines as an example.  That company always comes up in studies as one of the best places to work.  Is it really because they hire better, happier people?  Sinek says that it is because of the environment the people are in – one created by great leaders who understand that environment is crucial.   

These were just four of many speakers throughout a full day.  Other speakers included Bishop Desmond Tutu, Former First Lady Laura Bush, former advertising sales executive and author, Laura Schroff, screenwriter and producer Randall Wallace and current CEO of SAP (the world’s leading producer of software) Bill McDermott.

 

Use of Handheld Devices in Meetings

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Moving Beyond the Charge of Rudeness to an Environment of Cooperation and Understanding

A few weeks ago, during the NCAA Basketball tournament, I heard an XM Radio interview (I cannot recall if it was on ESPN or some other station) of Rick Pitino, coach of Louisville Cardinals.  He was discussing his leadership style, specifically answering questions regarding the prevalence of use of handheld devices by young athletes, and the difficulty with discipline that is caused by constant use. Basically, he has a “no device” rule whenever one of his college basketball players is in his presence. No devices are allowed in the locker room, no devices are allowed during practice, no devices are allowed during team meetings, and no devices are allowed when the team has meals together.

I have to admit that until recently I was in agreement with Mr. Pitino when it came to my view on the use of hand held or portable devices during meetings , whether with clients, partners or other professionals.  For some time now, however, I have been making a concerted effort to observe the use of portable electronic devices by others in public settings. Though I hate to disagree with a basketball coach with such a great win loss record  (and I dread his entry into the ACC next year because of his great success ), my observation has led me to the conclusion that communication expectations in society have changed, and nowhere is this more true than in the practice of law. In the past, law firm leaders seem to have opted for solutions which appease those lawyers who are most averse to the use of personal devices in meetings. I propose that tendency should change.  

Client meetings and communications

As the leader of a law firm, your recommendations regarding use of technology should always focus on quality service when it comes to clients. Some clients come to meetings with tablet in hand, and would not expect anything different of legal counsel. These clients understand the importance of being connected, and expect you to be as well. They also appreciate that having a device with you does not mean you’re necessarily not paying attention, playing a game or checking personal emails every time you glance away. True, they want your attention at meetings they are paying for you to attend, but are not offended by your technology. In fact, a lack of personal technology availability can work to the detriment of a lawyer in a client meeting, since the presence of handheld devices is a sign of the availability of information.  In other cases however, some clients may be less technologically savvy.  The bottom line is that in order to meet and exceed client expectations it is important that lawyers know their clients well. It is incumbent upon law firm leaders that to include in firm training, sessions which  encourage firm members to know and understand their clients; their needs, expectations and desires when it comes to communication, which is an integral part of quality service.

Colleagues and firm meetings

Whether the use of technology is a help or hindrance comes up as an issue most often when considering the use of handheld devices, or their presence, at meetings; meetings of partners, firm attorneys, executive committee, Bar Association Meetings, etc. It was not so long ago that I was known to simply “flat out” prohibit handheld devices at partner meetings and retreats. I’ve come a long way in my thinking however. Even 10 years ago, very few professionals regularly brought handheld devices to meetings. I now do not only believe that it is only a majority of folks who do, but truly the exception is actually when someone does not have their handheld device at a meeting.

It is true that some folks may be using these devices to “goof off” instead of pay attention. My observation however is that the world has changed, and handheld devices now provide access, response and security. Regardless of where an attendee stands on the technology spectrum, all should understand that clients have expectations, and with changing lifestyle demands, productive firm members need the security of “connectedness” with their family at all times (especially those with young children).

Given the potential for distraction due to misuse, but considering the demands of a rapidly changing world, law firm leaders need to find solutions that work for all firm members. Members need to be open to have discussions about proper use during meetings, and the need to use discretion in only answering or responding to emails when it is a true client or family emergency or demand. Those with negative attitudes about the use of handheld devices during meetings (which usually includes at least a few dinosaurs who have held on as non-adapters) need to be involved in the discussion, and led to understand that limited/controlled use during meetings is not only acceptable, but encouraged when safety, security or client satisfaction is the concern.

The days of exclusive mandatory rules, procedures and penalties are over. Both the means and mode of communication have changed. Young and old alike are demanding and expecting collaborative, inclusive and understanding leadership. Firm leaders must find solutions that meet the needs of all stakeholders if they expect to retain valuable firm clients, as well as the best and brightest legal talent.

 

Leadership and the Nation’s Capitol

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I was fortunate enough to have an opportunity to experience, and learn about, leadership this past week.  On behalf of the ABA Law Practice Division, and as a member of a North Carolina delegation of bar leaders, I participated in ABA Day in Washington, DC.  As representative of the ABA and State Bar associations, participants visit with members of Congress to discuss with them pressing needs and concerns.  This year there were two major concerns: 1) funding for legal services (a brief synopsis of the ABA position can be found at:_ http://www.americanbar.org/calendar/aba-day/resources/lsc.html ) and 2) a provision of recently proposed tax reform legislation that would, if passed, force upon small professional associations, such as law firms, accrual based accounting (a brief synopsis of the ABA position can be found at: http://www.americanbar.org/calendar/aba-day/resources/vawa1.html ).  The North Carolina Bar delegation was fortunate enough to visit with both NC State Senators, as well as all but two of our members of Congress, and/or their staff.

One of our last visits was with Congressman George Holding of the 13th Congressional District of North Carolina.  Mr. Holding is a first term member of Congress, and before that served as a US Attorney.  After discussing with him the major initiatives of bar associations, we were able to ask Mr. Holding some of his views as a first term member of Congress; specifically his views about the contentious environment that seems to pervade all levels of our government. From that discussion, I learned (or confirmed) two leadership lessons:

First, now that the two party system seems to be a more competitive political environment, and because of the unbelievably fast rate of flow of information today, there is very little time for “leaders” to build the types of relationships necessary to truly lead each other, or the country.  Mr. Holding described for us the way members of Congress no longer have any time for each other.  Most time is spent away from Washington raising money or politicking.  When Congress is in session, Members leave (assuming they are not in session Friday) on Thursday evening, and return either very late Sunday, or on the first flight Monday morning.  I can attest to that fact, as I recall being on the last flight out from DC on a Sunday and crossing paths with my own Congressman in the airport. Even when at work in their offices in Washington, it sure seems like every minute is spent meeting with some constituent or other party asking for some type of influence or support. John Maxwell’s sixth law of leadership (Maxwell, The 21 Irrefutable Laws of Leadership (1988)) is “The Law of Solid Ground: Trust is the Foundation of Leadership”.  It seems impossible to build the kind of trust needed to lead others if you are not spending any real time with them.  Apparently, in the past, members from both sides of the aisle had time to get to know each other and form the kinds of trust that help build the types of coalitions that transcend party lines.  It seems this has been lost.

For leaders of lawyers in law firms and clients, the lesson to learn is that we truly do have to spend time getting to know those whom we lead.  Leadership of others takes time, and the kind of trust that leads to success will only be earned over a long period of devoted time.

Second, listening to Mr. Holding as well as other members of Congress, it seems that the power of position has increasingly become a real hindrance to leadership in Washington, DC.  In 20th Century years gone by, it seemed as if there was a less competitive environment, because there was less likelihood that the Congressional makeup and control could change from election to election.  One party held Congress for many years, and status quo was maintained because congressional districts did not really change from D to R or R to D, very often.  This is simply no longer the case.  With position, or the possibility of position, comes the potential (or thirst) for power, and therefore the possibility of having the power of “forced” influence (or as some leadership guru’s call it, Level 1 Leadership).  True leadership, or what is known as “Servant Leadership”, is not about the power of position, or forced influence, but positive influence through service to, or for, others as the main incentive to lead.  We seem to have lost this in the present environment in Washington, DC.  Let’s hope that the environment will change in the future such that even with change in position, the focus (or passion) of our “leaders” will be on service, and not power.

The lesson for leaders of law firms and clients is to understand that your motives need to be pure.  If you are simply “leading” to have power or influence over others, then you may get your way, but you will not be leading.  Our passion as leaders in the profession needs to always be primarily focused on the service of others: partners, associates, staff, clients, other members of our profession and the communities in which we live and work.Bk3xMzyIMAA6vIS

Rep. Holding and Reed Head of Winston-Salem, NC

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NC Delegation and Congresswoman Renee Elmers of NC Con. District 2

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NC Delegation and NC Senatator Kay Hagan

As a Leader of Clients and Lawyers – Do you Know How and When to Say No and Yes?

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just_say_no[1]It might be one of the first words that most of learn to say as a child.  But for some reason it becomes so difficult to say…….. a simple NO.

As Lawyers, we like to tell people Yes.  We like to say yes to helping others in dealing with their legal issues, we like to say yes to providing aid to our local community, especially when non-lawyers need our special legal expertise to do good works.  We like to not make waves at the office, and say yes to our colleagues.

Saying “Yes” at the wrong time, and to the wrong opportunities may cause problems to your legal practice, leadership effectiveness and personal and business relationships.  It might also make it impossible, or very difficult to say yes to the right opportunities that come along.  Saying “No” is a skill.  Developing that skill is a key to the future of every leader/lawyer.

To learn more, see my recent article in Law Practice Magazine: The Power of “No”,  Volume 40, Number 2 (March /April 2014) at the following link:  http://bit.do/jGNM

Helping Lawyers Lead Others Effectively and Strategically

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Welcome to the Strategic Legal Leadership Blog.  My hope is that I can help lawyers to be better leaders in the practice of law, and in their professional lives.  Being a lawyer is about leading others in a positive way.  It is primarily about influence.  One of the most basic definitions of leadership is simply “influence”.  Being a lawyer is therefore very much about being a leader. 

Over twelve years of leading my law firm as managing partner, as well as many more years in leadership positions within my law firm and other professional organizations, I have come to realize that theories of leadership are very easy to understand, but not as easy to apply.  I hope that through this blog I might help others understand my views on the application of basic leadership laws and principles to leadership of a law firm and the clients the firm says it serves.      

I hope you will check back at least weekly.  I hope you will find my insight and experience of leading lawyers helpful in your own law practice, professional organization or business.