Athletes and Singers Have Coaches. Should Lawyers?
I'm not a fan of talking about law practice consulting (coaching). One reason is that I don't think I've cracked the code on lawyering and I'm thus hesitant to opine on what goes on in the world of lawyer-consulting. I'm also not sure about whether someone needs to be a standout in a particular field in order to coach in it. (My strong instinct is, "yes," but one look at athletic coaches make me rethink this every time.)
However, I've noticed a proliferation of lawyer-coaches out there and I've developed a deep skepticism about their trade in general. While I know I may not have cracked the code, I'm fairly certain that no lawyer-consultant has cracked the code either. You know why? If they had, they would be lawyering and not consulting. Lawyer-consultants will offer up a variety of reasons for why they would rather be consulting than lawyering, but I think it pays to be skeptical of these justifications. The work-life balance justification, the flexibility justification. The modern law practice (at least as the consultants would have you believe) allows you to achieve all of this and still maintain a law practice. Why wouldn't they be doing it? Let's leave aside the question of money (you can easily draw your own conclusions there) but when pressed, lawyer-coaches rarely offer convincing justifications for why they do what they do. There's a final justification that I've seen often raised but I think this deserves to be dismissed this as an outright joke: they're doing it out of a sense of altruism or to improve the profession. Right.
At the end of the day, the minimal requirements to be a lawyer who keeps his or her head above water can be summarized in a few short sentences. I have yet to come across a lawyer who is implementing these strategies (tactics? -- I don't know the difference but I'm sure a consultant will be quick to point out the difference) but who is still struggling. Consider this my own contribution to the well of lawyer-consulting knowledge. If you're a lawyer and you are considering hiring a lawyer-coach, try implementing these strategies first and then come talk to me.
Here are the basic traits* a lawyer needs to survive:
In the three week lag between when I drafted this post and hit publish, I came across an article from author and surgeon Atul Gawande in the New Yorker: "Top Athletes and Singers Have Coaches. Should You?" This is a great article that explores this very question. I urge you to read it if you are interested in this topic. Gawande concludes that it's helpful for surgeons to have coaches so they can continue to develop (it's helpful to have an "outside perspective," he says, even for accomplished musicians, athletes, and even surgeons). Gawande grapples in the article with the question of whether coaches need to be standouts. Regardless of how he resolves the question ("no," he says), you'll notice one thing. The person who he picks to rely on for coaching is no slouch:
* you will notice I did not include "become an expert marketer" on the list. If that's what you are hiring your consultant for, you have a long road ahead of you.
[I should add that mentorship is incredibly important as a lawyer, even for experienced lawyers. But in the legal realm, there's a grand canyon of difference between a mentor and a paid consultant.]
However, I've noticed a proliferation of lawyer-coaches out there and I've developed a deep skepticism about their trade in general. While I know I may not have cracked the code, I'm fairly certain that no lawyer-consultant has cracked the code either. You know why? If they had, they would be lawyering and not consulting. Lawyer-consultants will offer up a variety of reasons for why they would rather be consulting than lawyering, but I think it pays to be skeptical of these justifications. The work-life balance justification, the flexibility justification. The modern law practice (at least as the consultants would have you believe) allows you to achieve all of this and still maintain a law practice. Why wouldn't they be doing it? Let's leave aside the question of money (you can easily draw your own conclusions there) but when pressed, lawyer-coaches rarely offer convincing justifications for why they do what they do. There's a final justification that I've seen often raised but I think this deserves to be dismissed this as an outright joke: they're doing it out of a sense of altruism or to improve the profession. Right.
At the end of the day, the minimal requirements to be a lawyer who keeps his or her head above water can be summarized in a few short sentences. I have yet to come across a lawyer who is implementing these strategies (tactics? -- I don't know the difference but I'm sure a consultant will be quick to point out the difference) but who is still struggling. Consider this my own contribution to the well of lawyer-consulting knowledge. If you're a lawyer and you are considering hiring a lawyer-coach, try implementing these strategies first and then come talk to me.
Here are the basic traits* a lawyer needs to survive:
- be diligent
- be zealous (as in, a zealous advocate)
- be highly ethical
- be honest
- be friendly (as in, don't be a jerk)
In the three week lag between when I drafted this post and hit publish, I came across an article from author and surgeon Atul Gawande in the New Yorker: "Top Athletes and Singers Have Coaches. Should You?" This is a great article that explores this very question. I urge you to read it if you are interested in this topic. Gawande concludes that it's helpful for surgeons to have coaches so they can continue to develop (it's helpful to have an "outside perspective," he says, even for accomplished musicians, athletes, and even surgeons). Gawande grapples in the article with the question of whether coaches need to be standouts. Regardless of how he resolves the question ("no," he says), you'll notice one thing. The person who he picks to rely on for coaching is no slouch:
a retired general surgeon, whom I trained under during my residency, to see if he might consider the idea. He’s one of the surgeons I most hoped to emulate in my career. His operations were swift without seeming hurried and elegant without seeming showy. He was calm. I never once saw him lose his temper. He had a plan for every circumstance. He had impeccable judgment. And his patients had unusually few complications.Food for thought.
* you will notice I did not include "become an expert marketer" on the list. If that's what you are hiring your consultant for, you have a long road ahead of you.
[I should add that mentorship is incredibly important as a lawyer, even for experienced lawyers. But in the legal realm, there's a grand canyon of difference between a mentor and a paid consultant.]
Everyone can keep improving so having someone to discuss ideas or specific engagements with is valuable. I think you are reacting to the idea that it feels weird as a lawyer to *pay* someone to do this. It's easier (inc. under bar rules) to have a senior person/specialist involved in the transaction than looking over your shoulder as an outsider.
A marketing consultant can also be valuable and easier to wrap one's head around, though I agree with your point that business development is a years-long (and continual) process so short-term results are hard to come by.
Is there anything else law-practice consultants do? I haven't paid much attention but I thought they were mostly about generating more business.
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Venkat - I'd add "be in touch." Though perhaps it is wrapped up in diligent/ethical/friendly, prompt and frequent communication - that going above the ethical requirement - is key.
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