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Tone comes from the top – especially in boutique firms

How the leaders of boutique practices conduct themselves has significant flow-on consequences for the professional environment of that practice, argues one senior lawyer.

user iconJerome Doraisamy 30 January 2020 SME Law
Rachel Scanlon
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Speaking to Lawyers Weekly ahead of her appearance at the upcoming Boutique Law Summit, senior legal counsel Rachel Scanlon said that tone is set by those at the top in all organisations, and this is “often amplified” in boutique law firms, because most of those on the team will work directly and closely with the leader.

“The team will be very aware of how that leader balances work with other important facets of life and will take example from it,” she said.

“While there is no ‘right balance’ across the board, if the head of the firm wants, for example, team members to work flexibly and stay healthy, the leader must model that behaviour.”

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What is therefore crucial, Ms Scanlon argued, is that leaders of boutique firms must remain true to their personal brand and values, so that all persons in the practice can thrive.

“It means acting consistently and in keeping with the side of your true character which best helps you flourish at work, or in your personal life. This is particularly relevant under stress, when aspects of our true nature are often revealed, and any attempt at a personal brand which is inauthentic will be compromised,” she said.

“For many people these days it’s an active decision to know their values, build a brand around the values that resonate, and ensure their behaviour matches these. That way in difficult situations, we can call on our deeper values to guide us and remain consistent.”

This necessarily means, she said, being on top of the practice’s online presence and understanding how best to project niche specialisations.

“Two of the hardest factors are the rise of mega businesses and increasing ease of information flow. Boutiques have to carve out a ‘best in class’ niche of expertise in a world when many smaller players are being bought out by large ones, including the big consulting firms,” Ms Scanlon advised.

“And, the ability of clients to either obtain their own information through the internet, or easily research competitors, means that boutiques have to be on top of their online presence.”

Uncertainty around the world also presents certain windows for those in the boutique space to confirm their brand and set a suitable tone, Ms Scanlon continued.

“Despite what feels like global doom and gloom at the moment, with Brexit, the US political challenges, and threat of epidemic, there are opportunities for those who are open to them, particularly in the boutique law area,” she said.

“Well-run boutique firms with a clear vision can be agile and adapt more quickly than large firms. They can adjust to issues such as climate change and modern slavery, and make decisions around adopting new technology, even building some of these things into their business if appropriate.

“Many economic commentators see global growth continuing in 2020 and there is no reason why boutiques can’t take advantage of good business momentum.”

It is definitely possible, Ms Scanlon concluded, for boutique firms to create their own luck “with an open positive mindset, and this applies in business as much as anywhere else”.

“Boutiques can help create their own luck by expanding their networks, planning for success and thinking big, and of course putting in the work to excel in their area. I am very optimistic about 2020 and what it has in store,” she said.

 

To learn about more groundbreaking business practices exclusively for boutique law firms and lawyers in Sydney and Melbourne, be sure to attend the Boutique Law Summit 2020. Book your early bird tickets here.
 

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