Article on Succession Planning Quotes Ronda Muir

"Think of a succession plan as life insurance for a law firm." 

An article in the August 24-30 issue of the Puget Sound Business Journal entitled "Firms Make Plans to Carry on When Leaders Go" quotes Ronda Muir on the subject of succession planning and describes the services that she and Robin Rolfe Resources performed for a Seattle law firm.

"Senior Attorney Jay Derr of Seattle firm GordonDerr said that nearly three years ago his firm decided to hire Muir and company to put together a succession plan... Thus, the preparations were in place when founding attorney Peter Buck decided to leave... to start his own firm...' We felt no economic blip from it at all,' said Derr."

"Succession is especially critical to the survival of so-called first generation 'founder firms,'"said consultant Muir.  'It involves finding a dynamic leader who can transition into a new role... and moving the founder to a different level...'"

 

 

 

Brilliant Women

As a woman, a lawyer and a consultant who specializes in emotional intelligence among arguably one of the most challenged professions of our species-- lawyers-- I cringe every time I see articles such as "Brilliant Women Last in Love," published August 18, 2007 in Australia's Herald Sun. The premise-- leave it to self-critical, self-effacing women to propagate it about their own kind-- is that lower long-term marriage statistics for women who are smart, well-educated and/or successful in their work are evidence that these women are more likely than other women to be emotionally deficient in some way.

Of course, demanding work, of whatever kind, can create stress for both genders, including vis-a-vis their partners and families. And so can over-reliance in personal relationships on any professional strength, no matter how valuable that strength may be professionally.  

In addition to those challenges, women have traditionally born the brunt of supporting families-- housework, food preparation, social connections, child and parent care, etc. So those women who also have demanding careers are often more challenged/stressed than their male counterparts, who are more likely to enjoy minimal expectations in these areas.  Compounded stress, as we all know, can wear down even the best of relationships.

However, there is no evidence that professional women are less likely to have good emotional skills than other women or than the men they are working with.  What the research is absolutely clear about, consistent for years, is that married men are the happiest in our population and married women are the LEAST HAPPY, with single women and single men, in that order, in between. 

Therefore, it is just as likely, and I believe probably more likely, that the statistics about smart, successful women and marriage reflect the fact that these women are smart enough to realize and acknowledge the unequal and unhappy role marriage often plays in their lives and are also empowered enough personally, and successful enough financially, to do something about it.  In the process they are likely to propel themselves up from last to second in the "happiness" stakes.

There is ABSOLUTELY NO REASON TO BELIEVE that the less smart, less educated, less successful women are glued to their marriages because they are so happy or so adept at relationship building. The female depression rate, highest among married women, should easily dispense that myth.  Nor is there reason to believe that professional men, less burdened by family obligations and often enjoying the career and personal support of their spouse, are any better equipped to deal with the kinds of stress that professional women cope with. 

I study emotional intelligence in both men and women, using the Myers Salovey Caruso Emotional Intelligence Test (MSCEIT), the only EI assessment that is abilities-based, i.e. does not rely on self-reports ("Why, yes, I am indeed emotionally intelligent.") but rather requires participants to react to scenarios.

The results of that assessment show very little difference (women enjoying a slightly higher average score) in emotional intelligence between the sexes--a result many women find surprising. There are a number of other assessments, however, that show clear gender differences, including the Myers Briggs Type Indicator, which reveals women to be much more likely to base their decisions on what is good for relationships than on logic. 

But emotional intelligence is in fact fairly gender neutral. If the theory of this and other stories is that leading with your head can negatively impact your personal life, it is a problem that bedevils both sexes-- brilliant men ever as likely as brilliant women.

The Superman General Counsel

Behavioral science is not often invoked in the halls of law departments, but maybe it should be.  Two recent articles highlight the importance to a GC's success of understanding why people think and act as they do.

General counsel are in the position of having to reconcile two jobs: being both a business partner in the management of the company's business and the guardian of the company's integrity.  One aspect of their work requires creativity, risk-taking and far-sightedness.  The other requires careful scrutiny of every corporate action in the short and long term for potential regulatory, liability and just plain reputation pitfalls.  Achieving high productivity with high integrity might strain even Superman's talents.

An article in Corporate Counsel by Ben W. Heineman Jr, former GE senior vice president-general counsel, entitled "How GCs Can Avoid Being Caught in the Middle" recites some of the recent scandals that attest to how difficult that balancing act can be:  the fraudulent financial practices at Enron, the pretexting at Hewlett-Packard Corp, and the wave of options backdating.

Perhaps what chilled GCs to the bone most recently were the guilty pleas by Purdue Pharma L.P., its president, GC and former chief medical officer to misleading the public about the drug OxyContin's risk of addiction.  They have agreed to pay a total of $634.5 million in fines.  Rather than relaying focus group concern about potential for abuse, Purdue Pharma gave false information to its sales representatives that the drug was less addictive than other painkillers.

Heineman mentions a number of attributes that can help GCs successfully straddle their two roles.   Vis-a-vis the other corporate managers, the GC must have the ability to stand his/her ground on clear illegalities and to make sure he/she has enough time to assess those situations that are not clear cut.  And GCs must be able to take those stands in the pressure-filled environment of a board meeting where the CEO is likely to be a ferocious skeptic and many board members will side with the CEO.  See our July 18, 2007 entry on Promoting an Effective Board about the importance of personal attributes in good decision-making.

The Texas Lawyer article "It's All in Your Head:  Cognitive Theory Can Help GCs Lead Organizations to Better Decisions" by Michael Maslanka, a managing partner at Ford & Harrison in Dallas, contends that a GC's real power--the ability to influence decisions-- comes from understanding the way people think, which requires tapping into cognitive science.

Maslanka lists a number of biases that people in general and managers specifically can suffer from if they aren't on the alert: 

  • The bias that there is only one cause when something bad happens
  • The tendency to focus on conclusions and generalities instead of specifics
  • Hardwiring that makes it easy to believe accusations and hard to disbelieve them
  •  A confirmation bias, which only admits facts that support our beliefs (and further reinforces our belief bias)
  • Overreliance on what is first heard
  • Resistance to change that can only be overcome with practice, practice, practice

Maslanka encourages GCs to be open to all possibilities and to question rather than dictate.  Heineman also points out the importance of maintaining within the law department a culture that welcomes, even requires, lawyers to raise concerns about financial, legal, ethical or reputational issues.  We refer to this as a "culture of dissent"-- one that invites concerns, follows up on them and does not punish anyone for raising them, but rather praises them.  See our March 16, 2007 entry on the article Handling Conflict and Dissent in Law Practice (and Life).

While it may not be mind reading, being cognitively aware of your own personal attributes and biases, as well as others', can help steer you toward that Superman performance to which all GCs aspire.