Case study:
LOOK FOR OPPORTUNITIES FOR
STRENGTHS-BASED DEVELOPMENT.
during the economic downturn, two of our
firm’s associates volunteered to run a multi-office, mock deal training program to simulate
deal experience for junior associates. these
two mid-level attorneys taught first-year associates about the basic elements of working on
a transaction, and they received rave reviews
for the hands-on experience their program
provided. While honing their project management skills by structuring and running the
mock deal, our two instructors also built upon
their natural teaching, mentoring and public
speaking skills. they then took
their project management and
teaching skills to the next level
by doing a bit of “train the train-ers” work with two other associates, who then deployed the
program in two other offices.
Looking back now through a
strengths-based development
lens, we see there were fur-
ther opportunities to help our
two instructors build upon their
strengths. For example, after
their success, we could have
found opportunities for them
to develop deeper knowledge
in curriculum design and adult
learning, and encouraged them to develop a
robust “train the trainer” program for a few
future instructors in our in-house training pro-
grams. the lesson we take away is this: When
you see passion and excellence, immediately
start thinking about ways to nurture, grow and
extend it for the broader benefit of your firm.
• not specific to one culture; and
• harmonious to, rather than opposed to, other strengths.
Using these categories, along with an understanding
of the relevant business and organizational context, it’s
easy to imagine a variety of possible lawyer strengths.
For example, measurable strengths could include an
attorney’s
• strong gift for networking and building relationships;
• unusual mental agility when addressing complex legal
issues in his or her area of expertise;
• highly effective project management of large cases or deals;
• excellence in written or oral advocacy;
• marked ability to motivate team members to perform
their best work; or
• keen ability to understand the business issues at the
heart of clients’ concerns.
WHAT A PROGRAM COULD BE LIKE
As this is a new frontier, we suggest piloting strengths-based programs that are most aligned with your firm’s
most important priorities. Choose an area of focus, identify common strengths and potential program participants
and design your approach to accelerate attorneys’ development of the chosen strengths. (See Steps to Developing a
Successful Pilot Program on page 31.) Some examples:
If business development is a priority, identify
a group of rising senior associates who demonstrate
strong networking and relationship building potential.
Craft a pilot program that introduces them to more-advanced relationship building and business development skills. Make the program interactive and provide
real opportunities for the group to practice new skills,
such as hosting a networking event for them with firm
leaders and having them select clients they would invite
to attend. You could also engage them to design and
deliver similar training to more-junior associates as well,
to further cement their learning.
If you need better brief writers, identify a small
group of mid-level associates whose writing is typically
praised by partners. Provide that group with an intense
weekend of training with a leading legal writing expert,
such as Bryan Garner or Ross Guberman. Follow up with
coaching and observation over the next six months from
partners at the firm well known for their legal writing,
who could provide real opportunities for the associates
to practice what they have learned. Then, enlist program
