Lawyers prepare to practice law, but not necessarily business. Ask a lawyer about business, and you may hear: “I became a lawyer to avoid financials,” or “If you say ‘budget,’ I’m ending this conversation.”
Yet the practice of law is a business. At its core, business is about helping people solve problems. It provides something of value that clients are willing to pay for and is sustainable only if you can consistently deliver that value.
Challenges arise as service offerings expand, staff grow, or market needs evolve. Amidst this complexity, how do you track your firm’s health? How do you ensure it remains effective and efficient?
The answer is a division of labor: let the lawyers ‘lawyer.’ Protect their time so they can stay in their “sweet spot,” where passion for law intersects with legal expertise. To enable this, we hire support staff to manage operations and track the data that reflects the firm’s health.
How RR&A Maintains Firm Health
RR&A has hired a CFO-turned-COO who is now part of the leadership team. He brings extensive experience in cash flow, budgets, and forecasts, along with a deep understanding of process. The team’s goal is to create simple, effective systems that support our attorneys in delivering consistently excellent service to clients. On one hand, we protect lawyers from heavy spreadsheet work. On the other hand, we encourage them to engage in the business side of law. Tracking progress and generating actionable insights benefits everyone, lawyers and staff alike. A healthy firm consistently delivers excellent service, collects payment efficiently, and values employee well-being. Healthy employees who enjoy accomplishing meaningful goals create the best outcomes.
The Minimum Level of Participation
Our COO does not envision a world in which lawyers are completely removed from business. There will always be a Minimum Level of Participation required to develop attorneys and maintain a healthy firm. For attorneys aspiring to grow into mature professionals with a broader appreciation of the business of law, this model works well. For those who prefer not to engage beyond legal work, a more limited role, such as a contractor with a narrow commitment, may be a better fit. Beyond individual development, we are all part of a broader team that grows and matures together. Attorneys are not expected to bear primary responsibility for administration or business tracking, but they are encouraged to understand and appreciate the functions and value each team member brings.
Maintaining Balance
Has RR&A achieved a harmonious balance? There’s always room for growth. Flexibility is integrated into the model, reflecting team members’ personalities, skill sets, and interests. The Minimum Level of Participation may evolve over time. This is not a final destination; it is an ongoing balance maintained for the benefit of our firm, our people, and our clients.
At RR&A, we are committed to creating a firm where lawyers can focus on law, the business operates efficiently, and every team member contributes to a thriving, healthy organization.
Disclaimer: The information and material on this website is general information about our practice and firm. This information does not offer specific legal advice and the use of this information does not create an attorney-client relationship with RR&A or any of its attorneys. The information on this website should not be used for legal advice, and persons should not act upon the information on this website without engaging professional legal counsel.
