Change is everywhere in the legal industry. Issues such as multigenerational workforces, legal process outsourcing, alternative fee models, globalisation, technology advances and social networking are crucial considerations for law firm leaders as they navigate their firms through the change sweeping across the industry.

Now is the time for firm leaders to challenge the status quo. They must ask themselves, ‘how do I manage change?’.

Change is a dynamic process that unfolds over time. It is ongoing. Change impacts the firm’s business model, structures, leadership, and talent.

It is not uncommon for change to create confusion – it presents new challenges and for many firms it is intimidating. If not effectively managed, change can diminish value rather than create it.

What can you do to ensure the successful management of change within your firm?

There is no magic formula for change management. The following guidelines provide a starting point for implementing a successful change initiative.

1 Motivate your people

Change involves a shift from the known to the unknown; your people must be ready for it.

Awareness needs to be created around the necessity for change, as well as the firm’s desired outcomes.

This requires strong leadership and support from key people within your firm. Your staff will invest energy if they expect the changes to succeed.

2 Create the vision

There must be a very clear vision of what the firm will become. It needs to be compelling, targeted and flexible.

If senior managers and partners cannot agree on what change will look like, it will fail.

A clear vision will enable an understanding of why you’re asking people to do something outside their comfort zones.

When they can see what you’re trying to achieve, directives they are given will make more sense.

3 Gather support and lead the change initiative

Change can upset a balance of power and may result in power contests.

The person responsible for change, the change agent, must have the full support of the firm’s senior people. Key stakeholders must be identified and their support obtained. 

If the change agent is a poor leader or not respected, it is unlikely the change will be taken seriously. Managing change isn’t enough – you must lead it.

4 Manage the transition, including resistances

Developing a “road map for change” is a great way to manage the transition to the desired outcome.

It should outline activities that must occur for the transition to succeed. They should include: the scope of the works, budget, responsibilities, timelines and risk assessments. You will almost certainly encounter some form of resistance.

Put in place the structure for change, and continually check for barriers and obstacles.
Your proactivity will be enable people to execute your vision – and contribute towards change initiative success.

5 Communicate regularly

This is vital to the success of the change initiative. What you do with your vision after you create it will determine your success.

Your communication needs to inform and encourage feedback at both firm and individual level.

It should track the progress, success, and return on investment of the change initiative. Regular communication will assist firm leaders deliver the change message effectually.

6 Maintain the momentum

Once changes are underway, the firm needs to ensure all efforts are made to maintain momentum and commitment.

Your people will require new skills and knowledge to carry out the change, and to manage change in the long term.

The success or failure of the change initiative should be measured by whether the vision has been realised within the time frame outlined.
Give your firm a taste of victory early in the change process. Allow for a few quick wins. It will prevent critics from spoiling your progress.

Some final key points:

• Culture determines what happens in your firm. 
  To instill change, it must be ingrained in the core of your firm.
• Firm leaders must continue to support the change. If their support stops, the change initiative may stop as well.
• Any change initiative involves hard work.
  Do not rush it. Properly motivating people for change and creating the vision are absolutely fundamental to success.

Change in the legal industry is long overdue. The profession, steeped in tradition and often fixed in its ways, is now undergoing a period of rapid and perennial change.

To quote Charles Darwin, “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change”.

Andrew Price is the director of Inspire Management Consulting and a member of the Australasian Practice Management Association.