Please enjoy this blog post co-authored by Lauren Marsh, Practice Group Manager, Gibson, Dunn & Crutcher, L.L.P and Kristin Rhodes, Director of Practice Management, Paul Hastings LLP.
So, You’re Interested in Making a Move to Practice Management?
As the legal industry continues to evolve, the roles of non-legal timekeepers within law firms are also changing, creating more opportunities for individuals who may have developed a particular specialization within firms, but looking to advance their careers beyond that role. Today, many of these opportunities lie within Practice Management (PM). The nature of these roles can vary significantly depending on the firm, its practice area needs, and the duration for which PM has been established within the firm. When considering a move, it is essential to understand the fundamental aspects of the role and the skillsets required for success to ensure the opportunity aligns with your career goals.
PM has become an increasingly attractive role for talented individuals within the industry who have developed an area of specialization but have hit a ceiling in terms of opportunities for their career growth. Most people who stumble into this role are coming from something else, usually as a former timekeeper or specialist in another area of legal business services. We all know that to perform well at a big firm, people must be driven, proactive, sharp, and willing to work long hours, so chances are you are someone who already has the foundational skills necessary for the role. In fact, those in PM often excel when they draw on this prior experience. But what else do you need to know if this resonates with you, and you want to understand more about the ins and outs of the role?
What Do You Need to Know?
Practice Management can be ideal for those looking to switch careers in legal because the scope is broad. At its core, PM connects the business of running the law firm to the business of the firm. When firms are further subdivided into groups of financial accountability (i.e. practice areas), PMs help run them. PM is thus characterized in two primary ways: 1) it will look different across firms and subgroups, driven by the business needs and culture of those entities and 2) PMs do not “own” any particular business process (with the possible exception of staffing). PMs are essentially the quarterbacks of processes and projects for the practices they help manage, ensuring the lawyers can work efficiently and effectively to service their clients and not have to spend as much time on the operational components.
So, What Does Practice Management Do?
While intentionally broad and flexible, there are core processes that PMs support:
• Talent - recruiting, developing, retaining, staffing, and supporting lawyers to ensure the organization's long-term success and strategic goals
• Finance - budgeting, financial planning, billing, and analysis to ensure profitability and effective resource allocation
• Operations – overseeing administrative, technological, and logistical functions to ensure the group's efficiency, productivity, and seamless delivery of legal services
• Strategy - defining and implementing long-term goals, market positioning, and competitive advantages to drive growth, innovation, and client value
And there are other areas where PM may play a minor role, particularly when there is a gap in the function:
• Business Development - building client relationships, identifying growth opportunities, and implementing strategies to attract and retain clients, enhancing the firm’s market presence and revenue
• Client Operations - streamlining processes, enhancing communication, and ensuring efficient delivery of legal services to meet client needs and expectations
• Legal Project Management - planning, executing, and monitoring legal matters to ensure they are completed efficiently, on time, within scope, and within budget while meeting client and firm objectives
• Special Projects - address unique, strategic, or complex initiatives that fall outside routine operations, often requiring cross-functional collaboration and tailored solutions to achieve specific goals
What Competencies Make Someone a Successful PM?
As you can see, the responsibilities of a PM are broad, so any prior familiarity with these functions helps. As mentioned, the other key factor is that PM doesn’t own any of these processes. So, in order to build buy-in from those process owners, PMs must demonstrate their value to both partners and the members of the administrative functions they are supporting.
Taken together, PMs should exhibit the following core competencies:
o Collaborative
o Analytical
o Organized
o Exhibit High Ownership/Execute
o Strategic (see the forest through the trees)
o Connector (building relationships)
Interested?
Those interested in switching over to a PM role should think about how their current skills translate to this function. Once in the role, focus first on listening, learning about the firm’s cultural nuances, and building relationships. This rest will follow!
#PracticeManagementandPracticeSupport
#100Level
#Firm
#ProfessionalDevelopment