About Lisa McKenna Lisa McKenna is the founder of McKenna & Co Solicitors in Dublin, one of Ireland’s fastest-growing law firms. A practising solicitor and notary public herself, she is a champion for placing the human aspect at the heart of her law firm and in the client service her firm provides. Contact Lisa McKenna Founder McKenna & Co Solicitors 115 Lower Baggot Street, Dublin 2, D02 FN88, Ireland Tel: +353 01 485 4563 E: lisa@mckennaandcosolicitors.com www.propertysolicitorsdublin.ie Do we encourage work-life balance? Lawyers can become completely drawn into their work, which becomes unhealthy and leads to burnout and feeling unappreciated. This is avoidable, as long as everyone is on board with ensuring that working until you are burnt out is not lauded. A good culture must also support staff that needs time out, be it for illness, a sick child, or a personal matter. It can be difficult to do without the key person during a difficult case, but that is where having a good team is essential. Can we trust each other? Strong bonds and trusting relationships are key in a positive work culture and an environment where trust can thrive. Celebrating company victories, perhaps with a lunch out or a bit of team-building fun, and marking people’s personal milestones, can foster closer relationships. That leads to a culture of trust and good professional relationships. Getting people to work together on projects outside the office also promotes positive relationships. Activities like problem-solving outside of work, volunteering away from the office, can teach people about each other in a more casual setting, creating better understanding of each other, while also having joy. Is the client the centre of our world? Everyone in the firm needs to be client-centric. Each and every client should take priority; they should feel appreciated and welcomed by attorneys and support staff. Treat clients as you would be treated. The culture of your firm should feed through from senior level partners to the client. Take control of the company culture and make sure it is going in the direction you want it to go. If it is not, then it is time to look at giving it an overhaul and redirecting it. A people-first culture will translate into bottom-line success. Does everyone know about our values? It is great to have a strong vision statement and a well-laid out set of values. But it is no good if they are tucked away and nobody has ever seen them. Make sure you hold regular communication sessions to share and educate the whole team about your values and how your strategy is aligning with them. Are the decisions being taken in meetings a reflection of those values? How are values being implemented on a daily basis and in the longer term? And how is each member of staff able to participate in their implementation? Are we recognising our staff and offering rewards? It does not usually take much to recognise a member of staff – and it is easier if you have a set of values against which to hold exemplary behaviour, even if it is unrelated to the job itself. People who are involved in community projects that are linked to your values, for example, should be recognised. Obviously, you want to reward outstanding work within the company too, which boosts morale and encourages performance that aligns with your values and vision. How consistent management is our management style? A consistent management style comes from the top. The managing partners need to work together and present a single face in decision-making, particularly when it comes to behaviour that is not aligned with the culture and values of the firm. People notice when consistency slips, and it erodes culture and morale. It requires collaboration and integrity, strength and leadership to present consistency. Communication needs to be a two-way street, with an open listening stance as well as information flowing from management. SPECIAL FEATURE 55 The culture of your firm should feed through from senior level partners to the client.
RkJQdWJsaXNoZXIy Mjk3Mzkz