October Program Recap - Building Collaboration among Law Firm Support Groups

Quarles & Brady — From "I to We"

In 2004, the law firm of Quarles & Brady introduced a firm-wide cultural change from "I to We." Ms. Arnberg explained that the impetus for this change was a need for integrating different cultures following the merger of Quarles & Brady with another firm. Additionally Quarles & Brady wanted to:

• Increase revenues through collaboration, cross-selling and the sharing of best practices.
• Minimize/eliminate attorneys and staff working in silos.
• Put the emphasis on firm management rather than rely on a responsible lawyer focus
• Move toward a business model operating approach.

The first step in this process was a restructuring of non-attorney staff areas by the Administrative Group Leadership (AGL) to support alignment among cross-functional areas. A goal of this process was establishing clear expectations, addressing any ambiguities in the model as they occurred and creating good communications.

The AGL agreed to abide by the "Ten Principles of Collaborative Success":

1. Tolerance — for the organizational structure
2. Teamwork
3. Cooperation — problem solvers, not problem deflectors
4. Creativity — bring recommended solutions to problems
5. Efficiency — avoid creating bureaucratic obstacles
6. Respect — actively listen
7. Optimism
8. Trust — assume best motivation of our colleagues
9. Accountability — take ownership
10. Integrity — resolve conflict/present constructive criticism through appropriate channels

Change Management and "The Delta"

Then, Ms. Giovacchini pointed out that Quarles & Brady, in going from an old culture to a new culture, would be making use of change management, a process of applying knowledge, tools and resources needed to people who will be impacted by change. She further noted that the movement away from the present and through a place that is neither the old nor the new is known as THE DELTA, which is where change happens. The Delta is:

• Sad — the old way worked
• Exciting — there is energy in The Delta
• Stressful — there will never be enough resources

It was pointed out that people react differently to the Delta or change. Further, the key to managing the Delta well is by providing as much information and support as possible during the transition. This can help reduce the fears and anxiety brought on as a result of the change process. Positives of the Delta were also pointed out, some of which are:

• Working towards a common purpose
• Being one step closer to the desired goal
• Chance for staff to learn new roles and skills

Ms. Giovacchini discussed a model she referred to as the "Five P's Model for Change":

1. Purpose — intention — mission, goals, objectives and strategies
2. Principles — philosophies, assumptions, or attitudes
3. Processes — systems and procedures
4. People
5. Performance — metrics, measurements and expected results

Implementing Collaboration

At this point in the program, Ms. Arnberg took over and continued her narrative regarding their efforts to initiate change at Quarles & Brady. In April, 2006 an assessment was made of the then current level of collaboration among the ALG. The most interesting finding was that on a scale where "1" was low collaboration and "5" was high, the level of collaboration at that time was only "2." In June, the AGL held a retreat where they were introduced to change management methodology and how to model themselves to lead change. They had the opportunity to discuss issues in both functional and cross-functional groups. Participants left with a better understanding of the ALG's vision, new structure and strategies for raising the level of collaboration to a "4" or a "5." They now had concrete methods to implement change.

Another important outcome of the retreat was that participants identified strategies for modeling the "Ten Principles." Examples are:

1. Set a standing monthly lunch with a member of a cross-functional group.
2. Realize that all comments are constructive to the business at hand and should not be taken personally.
3. Shift the focus to finding solutions during high stress projects when finger-pointing and blame creeps into the discussion.
4. Discuss and assign a Process Project Manager role for high stress cross-functional team projects.
5. Respond to requests from colleagues within 24 hours with either an answer or an update.

As an interesting exercise, attendees were asked to share the non-attorney structure at their firms and share those best practices that encouraged collaboration. Also, participants were asked to discuss collaboration challenges and what they would do to support greater collaboration.

In closing, the presenters stressed two important issues:

1. That implementing and increasing collaboration requires management buy-in
2. That you should work with what you can change.

 As people were leaving, I heard a number of them comment on the need for more meetings like this particular one — more collaboration between LMA and ALA!

About the Presenters

Paula Giovacchini has spent more than 20 years in corporate sales, marketing and human resources.  She has led change management initiatives and merger integration. Ms. Giovacchini is a certified professional coach and holds a BA in Communications from Mundelein College and an MS in Organizational Development from Loyola University.

Mary K. Arnberg has held a variety of corporate sales, training and human resources positions.  Before joining Quarles & Brady, she was the Director of Human Resources — Legal at Sidley & Austin LLP.  Ms. Arnberg has an MBA from DePaul University and an MS from Indiana University.

Michael Zolno is the principal of Zolno Consulting, a firm that provides strategic marketing services for law firms and other professional services firms. He has more than 20 years experience in marketing and has an MBA in accounting, with a minor in operations research, and an MA in psychology, with minors in statistics and communications behavior. He is a member of the LMA Chicago Public Relations Committee and can be reached at mzolno@aol.com.