Your business needs a pulse, a rhythmic sequence, a heartbeat that steadily continues whether you’re present or away.

A management cadence shifts the burden of making things happen from you to your team. The cadence becomes an energy source that will drive the law firm forward. It’s the mythical perpetual motion machine. The law firm gets stronger and stronger; it fuels itself, turns team effort into solutions for clients, satisfaction for employees, and profits for owners. Let’s walk through a management cadence that will get you where you want to go.

Of course, first of all, you need to know where you’re going. Where are you going? You need to know–some call that a vision.

Then you need to move steadily toward the vision. That’s called management.

Management is all about communicating the vision to your team, so that everyone moves together; all expenditure of effort should propel the firm toward achieving your vision. Alignment is essential, whether it’s you and a virtual assistant or you and a team of hundreds. The cadence of management is the heartbeat of the business.

Rowing is the perfect analogy. Each member of the rowing crew sits facing the stern of the boat. Their energy is devoted to propelling the boat forward, toward the vision, which only the coxswain can see. That can only happen when there is excellent communication between team members. Some boats swerve back and forth. Others move straight toward the objective. It’s the communication that keeps the boat moving in a straight line.

I’m guessing that you’re hearing a voice in your head right now–it’s saying “stroke, stroke, stroke.” You’re on your way–you’re getting it. That’s the management cadence forming in your mind.

You need your team aligned, rowing in the same direction. That’s what management is all about–keeping the team in alignment. Stroke, stroke, stroke.

But what is management? It’s one thing on a boat, but it’s something different on land. What does it look like in a law firm? Mostly it looks like: meetings. Yep, meetings. There’s more to management than just meetings. There’s delegation, feedback, and coaching. But even those extras usually happen at a meeting.

So management is communication between team members, which is aimed at implementing the plan, which is designed to bring the vision to fruition. Management is what happens in meetings. Meetings are the subject of too many jokes and a great deal of derision. They aren’t always much fun. But actually, meetings are where the business of a business gets done. They are where vision becomes reality.

You need a culture of automatic communication

Vision turns into reality when you (1) assemble a great team, (2) provide them with the resources they need, and (3) communicate so they can align around the vision.

In the beginning, the rhythm of the meetings is established by the leadership of the law firm. Some firms have a quick, accurate, comprehensive communication culture—those firms row in the same direction.

Other firms have haphazard communication. Their meetings consist of random phone calls from the car on the way to court. Or the quick stop by a desk on the way out of the office. Meetings are infrequent, disorganized, interrupted by calls and clients, and rarely finished. Those firms row in circles; they make mistakes, miss deadlines, overlook important issues, and keep playing catch-up, never able to stretch or grow.

Meetings are essential to keeping the communication flowing. But you don’t want to be the sole driver of the communication system. You want a team culture of communication. You need to shift the burden of maintaining the meeting rhythm from the leadership team to the law firm’s culture.

The meetings need to simply become the way things are done in your law firm. They need to be the way people think about working in your business. They need to be the rhythm, beat, and cadence of how things are done within your law firm. The meetings happen because they are simply the way the law firm works.

You need a beat, a rhythm, a cadence for your law firm

Once you’ve got a cadence in place, it drives the year forward. It’s simply the way things are done. The cadence becomes the foundation of your annual plan forever. Every team member comes to know what to expect because it all runs like clockwork. There’s a system.

It’s helpful to turn the management cadence into a visual on the wall or the computer desktop. I used to love my giant Year-at-a-Glance calendar on the wall. With that chart to help me, I could hold the entire year in my brain.

Visualizing the entire year helps me see where I am, where I’m going, and how I’m going to get there. The big calendar always gave me a feeling of control.

Now, living on the road full-time, I lack a wall chart. Feeling in control is harder. I frequently find myself sketching things out on paper or being frustrated by the 12-inch screen on my laptop. My brain is a bit too small to see the big picture. I need visual aids.

But before visual aids can help, we need to understand the concept. We need to accept that developing and adhering to a cadence matters. We need to see the benefit of following a systematic approach–of creating an approach to communication, problem-solving, and education. A comprehensive system–an annual cadence–ensures that everything that needs to happen is happening.

Seeing the big picture is rocket fuel for your success

I’ve learned the value of seeing the big picture. But I’ve also learned that much of what’s in the big picture repeats itself year after year. Repetition is the path to mastery. The cadence is repetition embedded into the law firm culture.

At some point, the cadence and the culture merge into one. The cadence works its way into the fabric of your business. You’ll find yourself thinking of the business as the cadence.

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Even without the wall chart, I’ve started to see the annual calendar in my mind because there’s so much repetition, year after year. The older I get, the more I can see the entire year in a glance. Summer happens after spring; who knew?

Our years repeat themselves. If we’re making progress, we do many of the same things over and over again. When we treat each year as a unique one-off, we tend to stagnate.

Repetition is boring, but it’s what progress looks like. Recognizing the pattern might feel a little dull. Seeing patterns takes a bit of the spontaneity out of our days.

But seeing the patterns enables us to plan, master techniques, perfect our approach, and begin to see the business as a system rather than a series of unrelated, intermittent events.

The bare minimum cadence

Today, I’m providing you with a minimum cadence for your year. You’ll need to adapt what I provide to fit your requirements, your stage of development, and your culture.

If you’ve already got an annual cadence, then keep it. If you see opportunities for improvement, borrow from what I provide. But if you’re still playing out each year like it’s a surprise, then it’s time to adopt my system in its entirety.

The cadence looks mostly like meetings. Meetings aren’t exciting like buying new software, adding new practice areas, or redesigning the website. They’re not shiny. They’re kind of dull. But they’re how things happen in a business, which is, at its core, a gathering of people brought together to solve a problem for others, in exchange for payment. The “gathering of people” part is what we call a meeting (yeah, they didn’t teach us that in law school. The MBAs learned that over in their building and didn’t share it with us).

The cadence I suggest is going to be full of meetings (lots of meetings) and you’re going to be bored sometimes, and you’re often going to want to be somewhere else–like snowboarding, or mountain biking, or smoking pot where it’s legal (which I guess you can still do during a meeting, right?)

Time is of the essence and you don’t have any

“I don’t have time for this crap,” is the first response of most lawyers when presented with my management cadence. They’re maxed out and still trying to get around to what I suggested in my annual marketing plan.

But you do have time, in the same way that replacing the tires before a cross-country road trip saves you all the time of the blow-out, the smash into the guardrail, the wait for the tow truck and ambulance, the emergency room visit, the physical therapy appointments, and the argument you’ll have with your spouse about why you didn’t replace the tires.

Meetings with your team minimize interruptions and maximize productivity. Educating your team makes the team more efficient. Quarterly plans and themes will energize and motivate and align your team. The management cadence I propose is a time saver. Once it’s up and running, it’ll even give you enough spare time to swing by and get the tires replaced.

Making the shift from where you are now (overwhelmed and lacking in team communication) to where you need to be (following the cadence I suggest) will be tough. There won’t be enough time for snowboarding, mountain biking, and pot smoking. You’ll have to invest some extra time and energy up front to make the shift.

Do it, don’t do it … whatever. All I can do is write these articles and try to make you more successful.

The big picture–like a giant year-at-a-glance wall calendar

I’m going to show you the management cadence and how to schedule all of the events. But you’ll find it incredibly useful to create your own chart or calendar that demonstrates how you’re going to approach this, and tape it to the wall or put it up on a whiteboard. The visualization makes a big difference. The many small parts start to come together and you’ll see the system emerge. You’ll also begin to see how the cadence becomes the culture and the culture becomes the cadence.

The core of the cadence is the typical week, repeated fifty-two times per year. We’ll go into detail about some monthly and quarterly meetings as well as an annual meeting. But the weekly schedule is where the rubber meets the road (or hits the guardrail).

The framework I’ll provide (of daily, weekly, monthly, quarterly, and annual meetings) organizes your year. It’s a framework intended to bring everyone together, so the team is focused on what matters. The annual meeting brings the year into focus. The quarterly and monthly meetings allow for breaking the big picture into its parts so that steps can be taken toward achieving the objective.

Then, those pieces of work organized in quarterly and monthly meetings get driven down to the weekly and daily discussions happening among team members. The team knows what to do day by day, so that each week’s effort brings everyone closer to achieving the larger objectives set for the month, the quarter, and the year.

The cadence brings everyone on the team into alignment so that the business achieves its objectives. The daily reinforcement brings everyone the information they need to stay on course and meet their role requirements.

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The weekly cadence–what’s a typical week?

What does a week look like? I suggest three types of meeting, each of which occurs every week. Of course, you’ll have to find the right mix for your team, and you’ll want to roll out the new approach in a manner that your existing culture can absorb.

Daily meeting:

The cadence starts each morning with a daily meeting. These meetings, often referred to as daily standup meetings, are quick and simple. This is a chance for leadership to make announcements, and for team members to identify daily priorities, uncover obstacles, and achieve coordination.

Don’t let these meetings drag on. Ten minutes is long enough. Give everyone on the team a moment to address three questions: (1) what did you do yesterday? (2) what are you doing today? (3) are you facing any obstacles? Keep it moving. Don’t let it turn into a discussion. Shift necessary follow-up discussions to a post-meeting conversation.

You’ll notice that some folks repeat the same tasks day after day. Why aren’t these things finished? Follow up on that. Some folks will show up late. Don’t accept that behavior. Keep it short, don’t sit down, make sure everyone is listening and engaged. Don’t let folks ramble. This is a short meeting for a business running at high speed. The daily meetings set the pace–keep it high.

Sometimes the daily meeting will merely identify small issues–the receptionist is out sick. But other times the daily meeting will surface issues that are pulling the law firm in the wrong direction. That gives the team an opportunity to correct course. There will always be issues of concern–many small, but some large–that can be addressed. The daily meeting reminds me of driving on the highway. Micro-adjustments must be made every few seconds to keep the car on course. Failure to adjust to curves, bumps, and circumstances will land the car in the ditch.

Law firm managers are often quick to respond to the daily meeting suggestion with resistance based on schedules, time, or priorities. Daily meetings are essential to staying on course. Skipping this element of the cadence is easy to do, and the consequences aren’t initially evident. But it’s an absolute certainty that the car will steer itself off course if these minor adjustments aren’t happening.

Weekly meeting:

The team should come together once a week for a discussion. Depending on your firm’s size, the weekly meeting might be everyone or it might be smaller team groups. Many firms split the lawyers off from the remainder of the team. Some have a separate weekly meeting for the management team. Your culture and business objectives will drive the attendance arrangements.

The meeting will likely consist of thirty minutes of discussion of the current objectives, followed by thirty minutes of education. Your team only improves if you deliberately educate everyone in the office. The educational component of the meeting might relate to new software or firm procedures. It might relate to substantive legal issues. It could involve new human resources policies. Thirty minutes per week isn’t much of an investment in improving your team members, but it’s thirty minutes more than most firms invest now.

Law firm managers are quick to accept the need for a team meeting if the purpose is to provide updates and discuss priorities. But resistance to the educational component is common. Be prepared for growth to stagnate if you’re not constantly upgrading your team. You believe in educating yourself, which is why you’re reading this article. Your team is an extension of you. Educate or die.

Weekly one-to-one:

Each employee should meet with their manager once per week for a private discussion. These meetings should run for a fixed period of time, between 30 and 45 minutes. You’ll have to decide what feels right in your team.

This meeting is a demonstration of respect, concern, and caring. This is where you stop turnover, build resiliency, and strengthen the personal connections with your team members. You’ll see a direct connection between the implementation of these meetings and a reduction of employee problems.

What should happen in this meeting each week? The employee should talk and the manager should listen. This is an opportunity for the employee to have his say, so that management understands the employee’s priorities, issues, concerns, and challenges. If you find yourself talking more than the employee, you’re doing it wrong.

Each employee needs something different from you. Figure out what they need and deliver. This is likely the only time each week that you’ll devote any significant attention to a particular employee. Give it your full effort. Some will need career advice, some will need help with family problems, some will need assistance navigating office relationships. You’re in a position to help and this is your opportunity.

That’s a lot of meetings … I can feel your resistance from here

Let’s address the resistance.

First, you may believe that you can’t afford to set aside time for the meetings. Your pricing may be such that you can’t afford to give up the time you’re now devoting to delivering legal services. In that case, it’s time to change your pricing. Management is an essential component of a business. If you can’t afford to manage your team, then the business is creating a huge management debt. That debt gets paid in the form of mistakes, turnover, malpractice claims, and a host of other problems. Nothing in life is free. Fix the pricing model so you can afford to invest in management, rather than pay for it in pain.

Second, you may not want to manage your team systematically. Being a manager may feel awkward and uncomfortable to you. Sitting down in a one-to-one meeting may feel more like counseling than you’re comfortable with. There’s a choice for those uncomfortable with management. You can either (1) run your business without employees, or (2) work for someone else and let them manage you. Until you replace yourself, move to an island, and hope someone sends you a dividend payment, you’re going to have to manage some of the folks in your business.

The weekly cadence is intense. If you have a 5-person law firm, I’ve just told you to add 10 meetings per week. It’s possible that your firm has never had that many meetings–of any sort–in a week. This is a cultural shift. I understand that this is a big step for most law firms. Change is difficult. But be aware: you will not be alone. While a communication system and alignment is unusual among law firms, it’s common among most successful businesses. Take note of the daily meetings happening when you witness shift changes at Walmart. The same thing is happening each morning inside the White House. Products like Microsoft Teams have daily meeting functionality built right into the software.

Meet your way

There was a time when we all had specific ideas about how meetings worked. I came along in a world where we headed to a conference room after stopping for a fresh cup of coffee. The door was closed, someone sat at the head of the table, an agenda was distributed, legal pads were on the table for each person, and the meeting came to order.

Today our meetings sometimes have that same look. More often, meetings happen online, on the phone, or via asynchronous communication tools involving audio or video.

Meetings are important because they drive communication forward. But the format, structure, medium, and approach to the meeting are unimportant. Do the meetings in whatever way is consistent with your culture. The key here is keeping up the rhythm, the cadence, the beat of the law firm. What matters is that reliable, predictable, forward momentum.

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Some meetings today are held in-person, via video conference or phone, with all attendees present at the same time. But some meetings are held asynchronously, with participants engaging via text, audio, or video at different times. There is software to facilitate every format. You need to meet your way. There is no right, perfect, or preferred way. It all works; it’s about the cadence, not the format.

You’ll note that I’ve referenced time suggestions for each meeting format. You’ll find your own time limits that work for your schedule and culture. Don’t let a meeting go longer than necessary, but by the same token, don’t let a meeting end before the work is done. At the outset of this cultural shift, you’ll discover some pressure for meetings to run short. For example, in some firms, daily meetings tend to get lots of blank stares early on in the cultural shift. Expect it. Change is difficult. Your team will need time to adapt to a new way of doing business.

Management will meet separately

If your firm has grown to the point that it requires a management team, it’ll be important for that team to meet separately from each of their direct-report team meetings.

They’ll operate with a similar cadence, but handle management issues within their group. They’ll need to meet at a separate time, because they’ll also need to be present when their teams meet.

The management team needs time together to develop a plan to keep the cadence functioning effectively. They’ll be planning quarterly meetings, sharing best practices for one-to-ones, helping one another optimize their daily, weekly, and monthly meetings.

The management team’s cadence will look much like the law firm’s primary cadence, but it’s distinct because these folks drive the firm forward by thinking one step ahead. These are the people responsible for executing the vision, so they need time separate from the others.

The monthly cadence: what’s a typical month?

Looking down at a month from 10,000 feet, you can see the cadence playing out.

The daily meetings are happening. Plus, each employee is attending a weekly team meeting and a weekly one-to-one meeting. The team is increasingly acting in unison and working toward common goals.

Once per month, your weekly team meeting will be a little different. Call it the monthly meeting or whatever clever title works in your firm’s culture. The monthly meeting is a bit longer. Instead of the usual hour, go for two hours. Just go a little deeper. Address bigger issues. Give the team time to work through larger problems that simply can’t be addressed in the shorter weekly format.

Also, expand the educational component. Instead of a thirty-minute program, extend for an hour. This might be an opportunity to bring in someone from outside of the firm for a longer presentation.

Think of the monthly meeting as simply a super-sized weekly meeting, extending to twice the length and delivering twice the value.

The quarterly cadence and how a theme pulls it together

Quarterly meetings are a big deal compared to daily, weekly, and monthly meetings. Once per quarter, your team meeting will be really different.

In most firms, daily, weekly, and monthly meetings are typically organized around smaller groups. In a firm with more than ten employees, you’ll likely split the team in some logical way for these meetings. Maybe the lawyers will meet in one group (in larger firms, maybe practice groups will meet together). Possibly the administrative team will meet separately. In some firms, the marketing group will meet independently. Each firm handles things differently, so you’ll divide meetings up based on your structure.

But the quarterly meeting is likely to involve all hands. This is a meeting for everyone. It’s likely to run for three or four hours and involve some kind of social component (a meal, a designated snack time if you’re still stuck on Zoom, whatever works). These meetings may be of such size and length that they require a shift from your typical format. A firm that mostly meets online might do this meeting in person. A firm that meets mostly in person might turn this into an off-site meeting. Mixing up the location and format emphasizes the importance of the event and helps embed it into the culture.

The agenda for this meeting should include a leadership message that communicates the current state of the business. It needs to engage the group in planning for the upcoming quarter. Some firms develop a theme and a quarterly project which becomes the subject of the discussion/education at weekly and monthly meetings for the rest of the quarter. For example, a firm lacking systems documentation might develop a quarterly theme around getting that work done. Weekly goals can be established, teams can be formed, and a celebration for the achievement of the goal can be promised. Daily meetings will reinforce the progress and keep the team focused.

Our firm’s quarterly meetings typically involved a collection of elements including an ice-breaker activity, a state-of-the-firm speech, a report on the last quarterly project/theme, design of the coming quarterly project, input from the entire team on concerns, plus an educational component. You’ll need to find the right mix for the achievement of your goals.

A year in review–the annual meeting–and the cadence beats on

Finally, there is an annual meeting option–basically, a quarterly meeting amped up into a format that works for your team. Humans like an annual kickoff event. There’s something special about the beginning of the year. This is a great way to kick off the year. An annual meeting might mesh with your current annual firm retreat if you’re holding that kind of event.

Consider turning the first quarterly meeting of the year into a celebration of last year’s accomplishments. You might present awards for special achievements and contributions. A shortcut to making the event extra special is to hold it off-site rather than in the usual location. Some firms turn the annual meeting into a two-day retreat involving a facilitator and special activities.

A longer meeting is well suited for providing additional information and education. We typically handled our firm updates, the quarterly theme rollout, etc. in the morning and then had a lengthy educational program in the afternoon. Our approach was to find a speaker for the afternoon session on a topic of interest to the entire firm. We had great success with a mix of topics such as listening skills training, customer service lessons, and team-building activities.

The annual meeting is more than a work session. It becomes a cultural marker for the business. There are inevitable incidents which occur at these meeting which become part of the law firm mythology. These stories live on for decades and become the history of the law firm. The annual meeting is fodder for the remembered stories and has incredible value in establishing the culture of the business.

The cadence expands to fit the work alloted

Meetings drive progress. You don’t have to limit the cadence to regular daily, weekly, monthly, quarterly, and annual meetings. There are other possibilities for driving the law firm forward.

You might implement monthly new product meetings for the development of new offerings to clients. You might add a weekly marketing team meeting to drive that function forward. You might create a yearly meeting geared toward the completion of annual financial and tax reporting requirements.

Each department or group within your law firm might adopt its own special cadence. The finance group in your firm likely already operates on a cadence of sorts. They’re used to systematic deadlines for billing, accounting, and reporting. They’ll easily adapt their existing cadence into the firm’s cadence. Each small group may find a benefit to articulating and systematizing the cadence of their work.

You’re creating a firm-wide, systematic approach for completing work that requires communication and collaboration.

The key here is that you’re creating the rhythm, the ritual, of bringing the right people together in the right place, at the right time, to get the right things done. You’re creating a kind of superstructure for the organization.

Rolling out the changes

Many of us suffer from management-trend-of-the-month disease. We read an article or attend a webinar and come back to our team with a new, new approach. Our team smiles and nods as we explain the new plan. They know we’ll move onto a newer, new plan soon, so they don’t do much with whatever we just suggested.

The approach I’ve outlined here isn’t sparkly or shiny or new. It’s an old, boring, tried-and-true approach. It’s people talking to people about what’s next. There is zero flash to this plan.

That doesn’t mean your team will jump fully into what I’m suggesting here when you present it. So, I suggest that you don’t present this plan in its entirety. I’d suggest you pick one small change to your existing system and roll it out first. Implement it, stick to it, show yourself and your team that you can sustain the change, and then add to the plan at a pace that allows the change to be accepted before you push on to whatever is next.

If you’re already doing a weekly team meeting, then consider adding a daily stand-up meeting. If you’re already doing weekly and daily meetings, maybe consider adding one-to-one meetings.

Change is difficult. You want results, so move methodically and you’ll get them. Jerking your team forward too quickly will cost you the cooperation of some team members. Move ahead slowly, after you’ve informed everyone of what’s happening. And then, stick to the approach you’ve adopted. Don’t waffle in your commitment.

Don’t let disruptions slow you down

It’s tempting to skip meetings when your calendar is complicated. You’ll have surprise disruptions, like a judge calling you to court unexpectedly. You’ll have planned disruptions like vacation days and government holidays. You’ll have all sorts of in-between interruptions, like illnesses, or legitimate surprises like tsunamis, hurricanes, typhoons, tornados, data hacks, civil unrest, and power outages.

The reality is that disruptions aren’t unexpected, or I’d have been unable to list so many of them above. They’re all expected–even pandemics. (We actually expect vacations and holidays, too, because most of us put them on the calendar well in advance.)

Plan around the disruptions. Don’t use them as an excuse to break the cadence. The magic of the cadence is that it just happens without much thought once it permeates the business. If you start skipping meetings and making that an acceptable part of the culture, then the cadence starts to skip beats. You weaken the cadence and it starts to slip away.

So what do you do?

You don’t skip your vacations, of course. You do what any normal person does when they go on vacation. You do the work before or after the vacation. That’s why we’re twice as busy the week before and the week after vacation, right?

For example, if you have a weekly one-to-one with each member of your team on Friday and you’re going to miss a Friday, you do it on the Monday right after you get back. Yes, that week you’ll have two meetings with each person–one on Monday and one on Friday. You’ll be sending a message that the meeting–the cadence–matters. Why? Because it matters.

There will be resistance among the lawyers

Let me be blunt: your lawyers are highly likely to resist this cadence at every opportunity.

Change is difficult, and it’s especially difficult for lawyers. We are what we are and change is not our friend. If we enjoyed change we’d have gone to school to learn about science or technology. Instead, we chose a profession rooted in legal precedent and tradition. Lawyers don’t easily accept that their work is systematic. It’s all custom, it’s all special and unique. Expect pushback.

The lawyers will complain about the daily, weekly, quarterly, and annual meetings. They’ll sit in your office for their one-to-one meeting and explain that they have nothing to say. Lawyers are terrific at justifying their resistance to change. Expect that they’ll push back until they adjust to the change.

Then, once they’ve adjusted, don’t expect to change the new systems. They resist all change, so you can expect resistance all over again two years from now when you decide to tweak your existing cadence. Some lawyers will resist any change–just expect it and you won’t be surprised.

Protip: Watch out for the lawyer in the daily meeting who has nothing to say and then, at the close of the meeting, asks if you have a minute to talk about an issue that could have been raised in the meeting. The meetings will only minimize interruptions if the attendees are willing to raise issues while in the meetings. Change really is difficult, and you’re the change manager. Implementing a management cadence takes time and persistence.

The cadence becomes the heartbeat

Meetings aren’t fun, but they get things done. People get ready, they show up, and they feel some pressure to deliver on their promises. Things move forward.

The progress you’ll make using this system won’t always be as direct as you might like. It won’t always be a straight line from point A to point B. But there will be forward movement. Things will happen. The work will get done.

Business is simple, really: we’re gathering people together to solve a problem for others in exchange for payment. The ‘gathering’ part is an essential element. We need to bring people together to get the problems solved.

The approach I describe gets things done. And, more importantly, it ensures that things continue to get done.

Adopting this approach will change your culture forever. Because of the training and education, you’ll see increased productivity. You’ll see promises kept, through daily accountability. And you’ll see a more positive environment as a result of the attention each manager gives to each employee.

A perpetual motion machine is a hypothetical machine that can do work indefinitely without an energy source. They say that’s impossible, but at the outset of this discussion, I promised you such a machine. If you follow my advice, you’ll build a machine that persistently drives your law firm forward. You’ll provide the vision and the team. The cadence does the rest. The energy comes from your people. The cadence keeps the beat.