Back to Basics — a Business Briefing for Lawyers: Managing Change
Welcome to the latest edition of Back to Basics — a Business Briefing for Lawyers.
This month the focus is on Change and Change Management. What a topic to try to cover in a couple of pages! There’s a school of thought that says all the best companies are in a constant state of change—and that’s not wrong. I should make clear, though, that it’s not always wholesale change. Incremental change can be extremely effective. Be careful to make sure that you can justify the reasons for change—there’s no point in introducing change for change’s sake. Make changes that will support your objectives, improve your services and increase your profitability— that’s what you’re in business for, after all. If you need any assistance to introduce and/or manage change, please get in touch with me—I’d be delighted to help.
Brian O’Neill LL.B MBA
t. 07855 838395
If it’s so hard to change—why bother?
I’ve lost count of the number of times I’ve heard the phrase “but this is how we’ve always done ……”. (add your own ending). There is no doubt that many people in most businesses are change resistant—they would rather do anything other than change the way they do things. They are emotionally attached to internal processes that can be shown to be outdated, obsolete, time consuming and no longer fit for purpose—but suggest that they change the way they do something and many people behave as if you’ve just suggested that they should jump off a very high cliff! I’ve mentioned this before in this Briefing, and I believe it’s worth repeating. If you want to change the results you’re getting then you need to do things in a different way—or to put it in a much less charitable way—the definition of insanity is doing the same thing over and over again and expecting a different result. Change is a challenge and many employers shy away from that challenge, sometimes because they fear change themselves! In the last few years change has been forced on many legal firms. External pressure caused by the recession meant firms had no choice but to review the ways that they structure their staffing requirements and be selective in the work they do.
Some firms moved away from doing what they believe to be unprofitable work whilst others diversified into areas where, in the past, they did not provide services. These changes have been forced on the profession by external circumstances and it is clear that there has been a great deal of pain. Change forced by external pressures will inevitably result in unpalatable decisions being made and changes implemented that would not be the first choice of the partners in the firm—I know many partners who had to make the very painful decision to make staff redundant or put people on short time in order to cut the cost base just so the firm would survive. It will come as no surprise, then, to learn that change driven from within and implemented through choice can have a much more significant impact on the future of the firm. This is change that’s introduced not for survival but for a positive purpose. Finally, there must be a reason for change—and what better reason than to achieve the objectives that the firm has set –Oh!, you did set those back in January when we discussed them…….didn’t you?