Managing lawyers is challenging. We’re a difficult group of humans. We resist change, and we question everything you do or say.

We’re risk averse, change resistant, cynical, and suspicious.

If you hand the average person a $20 bill and say “Enjoy!” he’ll take it and keep walking. He’ll say “thank you” and give you a smile.

Not a lawyer.

A lawyer will want to know what’s going on. “Why are you giving me this?” she’ll ask. The entire interaction will be challenging. It wouldn’t surprise me if the lawyer handed the $20 back to you.

How Lawyers Respond to Change

When you decide to make a change in the way you run the law firm, you’re going to encounter resistance. Many members of your team will simply nod in agreement when you announce the change. These folks accept the change and move on. The lawyers don’t work that way. They’ll resist. Be prepared.

The lawyers will tell you why it won’t work. They’ll explain how it’ll have a negative impact on your practice. And, if they get desperate, they’ll couch their arguments in the clothing of professional ethics. They don’t want you to change anything.

I’ve watched lawyers resist increases in their salaries because they worry about what that could mean for their responsibilities and obligations. They worry. They fret. They overthink. They are prone to respond negatively to all change without regard to how helpful it may be to them and their clients.

The Two Keys to Managing Your Firm

Does that mean that managing lawyers is impossible? Clearly, it’s possible. Many firms do it. However, it is challenging. It’s especially difficult when you’re small and lack a culture that lives within the parameters established by an ongoing management structure.

But you can make it work so long as you’re prepared and have the endurance to face the challenge.

• You’ve got to accept that it’s a long game and that you’ll be playing for a long time.
• You’ve got to accept that you’ll be challenged constantly.
• You’ve got to accept that you’ll have to persist, be vigilant, and never slack off.
• You’ve got to accept that change, especially with lawyers, takes time—more time than you think.

If you’re up for it, then you can manage lawyers. However, you need to decide to commit. Managing lawyers is not for dabblers. It’s not for those who lose focus. It’s not for those who need variety in their day-to-day. To manage lawyers, you have to stay present, active, and on top of the business.

Even if you’re only supervising one associate, managing lawyers is not for the faint of heart. It’s a big job that requires your long-term commitment. Are you up for it?