Paralegals: Now is the time to learn the art of leadership
By Cheryl Leone and Dave Favor
Special to CPN
As we teach leadership to lawyers and non-lawyers, we find it interesting the many misconceptions people have when it comes to understanding true leadership. It is gratifying when we see leaders develop an understanding of the different types of leadership skills that need to be honed, developed and implemented in a law firm.
The most common misconception is that leaders are born, not made. This is simply not true. Leaders are created through learning and growth and the development of skills that are inside all of us. Sometimes we slowly develop our skills. Just as often, an unanticipated set of circumstances forces us to learn the art of leadership and allows us to realize a vision we have for ourselves and our careers.
Never is there a more opportune time for paralegals to advance in leadership than within today’s work culture. More and more law firms are developing into what we call high-performance
organizations.
A high-performance law firm is designed as a business. It has a strong vision for its success along with a strategic plan. It is run by best business practices that deliver a return on investment for its owners. It has a set of values and short and long-term goals such as client service, practice deliverables, profitability and a high-performance work culture. Traditional rules are kept to a minimum. Instead, guidelines or desirable work traits will guide its members.
The law firm owner looks to build the internal workings of this high-performance organization with people who have a stake in its success. It is no longer just about your skills as a paralegal. Today’s law firm owners are looking for leaders first.
Stakeholders – the firm staff who buy into the vision and invest their time, emotion and energy into driving the firm to reach its goals – will need to develop and grow into the roles that those at the highest levels of leadership demonstrate. Those that don’t will be left behind. Fortunately, many law firm owners realize this fact and are investing their own time, energy and monies in teaching paralegals the art of leadership.
Having a title or skill-based position does not make you a leader. Holding the title of partner, associate, lawyer, firm administrator or paralegal does not confer leadership. In fact, holding authority by title is the least part of leadership.
The hardest part of teaching leadership is to get others to understand the difference between managers and leaders. While law firms need both roles, there is a common misunderstanding that they are the same.
Managers are focused on the mission and control resources. An example might be a senior paralegal that is part of a team. This person may be responsible for meeting the objectives of the practice area and manage the people within the team to help meet the mission. Having that job, however, does not make he or she a leader.
A leader is focused on the vision of the firm and the relationships with the firm members. He or she is generally concerned with the future and the development of people. A leader must be able to have a clear and compelling vision and the ability to translate that vision into reality.
An example of a paralegal-leader is one who may be responsible for meeting the objectives of the firm and supervising others, but will also have his or her eye on the future and where the firm and the team needs to go. This paralegal will be looking to encourage, motivate and create leaders to help walk the path to achieve the vision without worrying about reward or recognition.
Peter Drucker puts it simply as this: “Management is doing things right. Leadership is about doing the right thing.”
Leaders first and foremost lead with integrity. They are not swayed by false values but hold true to themselves and what is the right thing to do while never losing sight of the long-term vision. Those that follow believe in the dream because it is the right thing to do. Leaders do not have egos.
Leaders are people-positive. They are always looking to find the best in people and help others walk the path to success. These leaders encourage and motivate you to want to do things – and do them right.
Leaders are not negative people. They generate excitement in others. They create leaders.
Coupled with the traits of integrity and people-positive beliefs, leaders tend to be effective communicators. They can motivate others. They are organized. They plan. They take all these skills to reach the vision they have. All of these traits can be learned.
Can you be a leader? The answer is a resounding yes.
Show passion for what you do. Demonstrate integrity. Take responsibility for your actions. Give up control. Believe in yourself. And invest time and energy into honing the skills of leadership so that others will follow you because they want to, not because they have to.
Editor’s note: Dave Favor and Cheryl Leone are principals in Catalyst Group Inc., a national company based in Raleigh, N.C. that provides teaching and training in self-mastery, leadership and development of high-performance law firms. Soaring Eagles is a division of the company focused on paralegal development. They are experienced speakers and trainers. For more information, visit www.catalystgroupinc.com or www.theexpertspeakers.com.
