For the most part, these are excuses not reasons.

Engaging law firms will connect with and instil confidence in their staff knowing full well that this behaviour leads to better results. They realise that their firm’s reputation rides on staff morale, not just client deliverables.

So, is your law firm focused on building its people and what can you do to make this your firm’s reality?

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‘People-building’ versus ‘people-using’

In law firms committed to ‘people-building’, management is less concerned with micromanaging and tracking work, and more interested in equipping staff with the training needed to get the work done.

These firms are focused on encouraging people to reach their full potential and creating an environment that enables people to perform at their best.

If an employee fails to meet their budget for the month, a manager who is a ‘people-builder’ will ask what they or the firm can do to ensure that the staff member meets it next month.

Contrastingly, ‘people-using’ firms take a very transactional approach towards their staff. Management see staff as ‘replaceable’ and ‘lucky to be employed’.

There is an emphasis on getting the work done rather than on the people actually doing it. Staff rarely speak up because they fear ‘rocking the boat’ and losing their jobs.

High staff turnovers and toxic undercurrents are likely to be the norm.

The problem is that some managers in ‘people-using’ law firms lack self-awareness and see themselves as ‘people-builders’. The best way to determine if these managers are in fact ‘people-builders’ is to ask those at a support staff level what they think. You might be surprised by their responses.

The best way for law firms to invest in their people

When asked what firms can do to facilitate a ‘people-building’ environment, director and principal lawyer of Kalpaxis Legal – Cassandra Kalpaxis – said that there are five keys to building people well:

1. Know your staff’s strengths and weaknesses

According to Ms Kalpaxis, the best way to connect with your staff is to ask them what their strengths and weaknesses are.

“When managers arm themselves with this knowledge, they can recognise and create roles within the firm that allow people to play to their strengths which allows for greater success and growth within the firm.”

2. Be willing to share the spotlight

When you tap on to the ‘Kalpaxis Legal’ Instagram page, you will see that it is littered with images and videos of not just Ms Kalpaxis but her entire team.

Asked whether she minds sharing the limelight, Ms Kalpaxis laughed and replied: “I do it on purpose. That’s all a part of building my team. As a client, I would want to know who I am liaising with when I receive correspondence. Putting a face to the name builds trust. My successes stem from the space my team give me to work on my projects. They are very much a part of my crazy ideas. I am extremely grateful to be surrounded by the people in my firm. I never want the limelight to just be about me.”

The proof was in the pudding when Ms Kalpaxis’ firm won the Champions of Pride Award at the 2021 Lawyers Weekly Champion of Pride Awards. Instead of accepting the award herself, Ms Kalpaxis had one of her staff members accept the award on the firm’s behalf as it was an award that was extremely important to them.

“I would never want to limit someone else’s opportunities to experience the highs," Ms Kalpaxis said.

3. Have regular feedback sessions

Ms Kalpaxis also advocates for managers to have regular honest discussions with their staff and to be receptive to any feedback that they are given.

“I tell my staff when something is great. I sit with them if something needs improving. I ask them to identify any issues and request that they brainstorm solutions," Ms Kalpaxis said.

“Asking my staff to own decisions and be involved in the feedback process builds their confidence. I am also subject to feedback from my staff. We all shine in different areas and it is fine to be told that there is room for improvement in some places. That makes us all better lawyers.”

4. Be intentional about keeping office morale high

Ms Kalpaxis said that the key to a good organisational culture is to support staff during the hard times.

“At my firm, we recognise when someone is having a difficult day and do what we can to support them," she said.

“More often than not that involves someone doing an ice-cream run. We pitch in to help each other out too when things get tricky. It is not every man for themselves.”

While Ms Kalpaxis acknowledges that it is normal for workplaces to experience busy and demanding periods, she says that it is essential that firms plan ahead for those times.

“When you have an intensive week coming up, reward yourselves the week before with a team lunch, an early finish or a casual planning day," Ms Kalpaxis said.

5. Accept that your staff will outgrow where they are

There is little doubt that ‘people-building’ in law takes time and there is always the risk that staff will leave after managers have invested in them. But, Ms Kalpaxis said that it is a risk worth taking and good mentors should take staff leaving them as a compliment.

“Moving on in a career is a part of growth. It means that your staff feel competent enough to spread their wings and fly,” Ms Kalpaxis said.

“If you have been a great mentor, it may be the start of a long-term friendship between you. You can continue to encourage and celebrate them as they soar, knowing full well that you played a significant role in shaping their career. There is no greater honour.”

Stefanie Costi is a junior lawyer and the director of Costi Copywriting.