Few law firm leaders are admired and no-one owns the spotlight

Law firm leaders are missing out on a unique opportunity to build their personal brand, resulting in their organisations missing out on the associated benefits, according to new research. Consultants Patrick McKenna and David Parnell questioned over 90 lawyers in management positions about their perceptions of law firm leaders. Only a fraction were able to name a leader they admired in the legal marketplace. Of those names mentioned, Ken Doran at Gibson Dunn, Brad Karp from Paul Weiss and Elliott Portnoy at Dentons topped the list. A decade ago, one leader, Bob Dell of Lathams, stood out amongst all in the survey. As a result, no-one owns the spotlight, they say, adding it is a missed opportunity for law firms.

Leadership qualities

When asked to identify specific leadership and management qualities which influenced their leadership selection, respondents opted for leaders who were committed to making change or who had an ambitious agenda and could handle tough issues. The worst leaders were identified in firms with a 'strategic vacuum', according to 43 per cent of larger law firms. 

Strategic benefits of higher profile

Commenting on the results, Patrick McKenna said: 'I believe that too many firm leaders do not perceive the strategic benefit in developing a higher profile. Having a recognised firm leader can put your firm in front of its target audience in a very favourable way.  In one recent instance, when a prominent regional legal publication selected a particular law firm chair as “Law Firm Leader of the Year” the individual related to me how those accolades contributed significantly to his being able to successfully recruit a few very attractive laterals to the firm.'

Uncomfortable 

He added: 'For many firm leaders, the thought of focusing on personal branding may seem uncomfortable. It doesn’t mean that you have to suddenly invent an oversized personality and contrary to any misconceptions, leadership branding is not about becoming a celebrity.  It does mean that you need to think about an approach that works with your existing persona.  The good news is that any firm chair or managing partner can create a perception of confidence, competence and success.' 

The Leader's Pulse Survey

The research, which began in 2007, is the fourth in a series. Bob Dell of Lathams topped the bill in the first Pulse survey with 13 per cent of the vote. The results tie in with the GC Excellence Report which found that individual reputation was more valued than ever by clients and points to an opportunity for lawyers to up their personal brands.