BY CAROL FOX PHILLIPS TAL K?
IN LAW FIRMS.
When employees are asked what could be improved
in their organizations, they most frequently respond,
“Communications.” But how do employees de;ne poor
communication? Usually they cite the failure of leaders to
keep employees informed, a lack of opportunity to talk to
their supervisors or a paucity of recognition and praise—
or all three.
A recent survey by Accountemps interviewed 1,400 chief
;nancial o;cers, with 41 percent of them reporting that
lack of communication between sta; and management
was the most frequent mistake that companies make. So
much so, they labeled it the top mistake of management.
Workers expect leaders to communicate well. A survey
conducted by the Association of Legal Administrators
identi;ed the top skills for law ;rm leaders’ success as
written and oral communication, combined with interpersonal relations abilities. Both managing partners and legal
administrators identi;ed these as the most important skill
sets in the survey.
Right now you may be asking how these surveys—or the
topic of e;ective communication generally—relate if you
are a solo practitioner or a member of a small ;rm. ;e
answer is that e;ective communication skills are needed to
understand one another and to work e;ectively toward a
common goal, no matter the situation. Whether you have
one person sharing your workload or 100, you need to
communicate as e;ectively as possible.