Article
Strategy process in a law firm
I recently received an interesting request: a law firm is planning a strategy work-shop and has booked me to lead it. A mixture of moderation, coaching and media-tion. Where do we want to go, with whom, at what location? Questions had to be asked. An experience report.
The constellation
The firm has five partners, whereby the founder and female founder are already of retiring age and the three partners were already legal trainees in the firm. A sixth partner will join in summer 2026. All partners run their own sole proprietorship, some with their own limited companies and their own accounting department. The firm has joint staff (employed by one partner) and maintains office premises with infrastructure and archives as a simple partnership. The firm has difficulty finding new talent.
The process
The composition of the workshop was specified by the law firm; the founders did not want to "stand in the way" and therefore did not want to take part in the workshop. However, the partner joining in summer 2026 did take part. Yet, the founders did not miss the opportunity to present their views in a pointed manner in “thought pieces” formulated in advance.
At my request, I held one-on-one discussions lasting around an hour with all the partners as well as with the founders in advance. Thanks to the great openness in all conversations, I gained a good insight into how the law firm works on the one hand, and on the other, and no less importantly, I was able to assess the personalities of the partners involved.
Based on my insights, I drew up a plan for the day and discussed it with the partners. We then started the workshop in the same way and, based on the findings from the partners' initial presentations, we focused on hot topics.
List of topics and identification of interests
I would like to make it clear here: A strategy workshop is not the same as a mediation. The partners do not engage in a dispute. Nevertheless, the start and the energy are comparable. The aim is to identify the topics that are important to the partners and to clarify their respective interests. Important detail: The partners must hear topics and interests directly from each other, even if they already know (or think they know) a lot intuitively.
The partners presented along a prepared list of questions. I summarized the presentations and mirrored them to the partners according to my personal understanding. It was fascinating to witness the WOW-experience of the partners. Realizing that certain questions don't actually arise because all partners are of the same opinion.
In my opinion, the material discussed questions as outlined hereinafter arise sooner or later in every law firm. How they are resolved varies from firm to firm.
Handing over
How do we deal with older colleagues? How do we deal with the partners who founded and/or decisively shaped the firm? How do these leading stars of the firm deal with us? When, and how, do they hand over?
Can we still change the images we have formed of each other over many years? Can we maintain our mutual appreciation and yet change things that are dear to our elders but have fallen out of time from the perspective of our younger colleagues? My assessment of the situation: Yes, it is possible! The “young” can (and must) speak directly and clearly about what they want to change. The "old" would do well to respect change and only share their experiences when asked.
Us vs. everyone for themself
The crucial question for every small to medium-sized law firm: Are we a company or just a “shared flat” where everyone comes and goes as they please and does what they want? Of course, a common logo, a common letterhead, suggests a unified company - is that enough? What does it take for a “we-feeling”: a joint stock company, joint accounting, a joint beer every Friday evening or is a joint Christmas dinner enough?
As long as all partners are comfortable with the setting, it's fine. But if you want to strengthen the “we-feeling” - I am convinced of this - active efforts are essential. The legal form alone is hardly decisive; togetherness has to be lived. So it's great that the partners want to implement the first ideas generated in the workshop immediately and have decided to discuss their collaboration in further meetings.
How do I find new talent?
The “war for talent” is a reality. How can a small law firm find good young talent in the face of the superiority of large law firms, banks and insurance companies?
First of all, it is worth considering what the young talents are actually looking for. One tried and tested method is direct conversation. -Many young employees are very happy to provide information. One important realization is that it's not just about a high salary and work-life balance. They want interesting work, the opportunity to learn from us, appreciation and a pleasant working atmosphere. Let's be honest, it's not that far removed from our ideas at the time ...
Once we know what the young talents want, all we have to do is offer it - simple, isn't it? It is easy to realize what needs to be done - it is more difficult to live by this realization. Taking the time to show a talent something, even if it takes much more time than if you were to do it yourself. Allowing a talent to gain experience, even if it takes time to correct it. Showing a talent appreciation, even if there is still (too) much catching up to do in bankruptcy law. My personal experience shows that it's worth it - at some point the return on investment will come!
I was delighted to be able to lead this workshop. The discussions were inspiring and instructive. I wish the firm success, continued, open discussions and many talented people challenging them.
