This article is a good summary of how the recession affected the accounting firms.  It may all sound a bit unsettling as I found myself easily substituting “law firm” for “accounting firm” and finding it spot on the money.

 A couple of quotes deserve special attention.  This first quote is about getting closer to your clients and getting work.  Gary Boomer said, “The clients out there need you more than ever.  You just need to go talk to them and ask them what’s keeping them up at night and listen.  Not go out on a sales call, but go out and find out what’s making them tick.  If you talk to a client and sit there and listen for a while, you can find a lot of new work.”  This is so perfectly stated, but often not as well executed.

 The second quote is more about the perils of not making tough decisions when they should be made.  Addressing the cutbacks that were made during the recession, Gary Shamis said, “If we had done what we needed to do when we should have done it, we would have released them into a better environment.  I think the recession was good.  It forced us to be more proactive and look at workflow.”  Unfortunately, this is a lesson that is taught during each economic downturn.

 I was also quite interested in the changing dynamic in partner compensation as described by Allan Koltin at the end of the article.  Allan said, “The “new school” train of thought instead asks, ‘Who did you recruit to the firm last year?’  ‘On the upward evaluation, how many identified you as the reason they are with the firm?’ and ‘How many current and future partners would identify you as their sponsor?’” 

Beware of the troubled landlord who is not maintaining their properties, paying property taxes or are late on its mortgages.  This CNN Money article on commercial real estate mortgages identifies the worrisome trends — declining rental rates, increasing vacancies as well as delinquency rates four times higher then they were in the 2nd quarter of 2007.  The article focuses on the issue as it relates to banks.  However, tenants do not want or need the hassle of a landlord in financial distress either.  Much more careful due diligence of landlords and the underlying investors is warranted if you are considering a move or even a lease extension or renewal. 

Interesting post on the Legal Watercooler yesterday that demonstrates the tension between making sharp business decisions and doing right by people.  We see this play out in a variety of ways from firm to firm.

Measuring the source of new work for purposes of remuneration decisions continues to challenge law firms.  Clearly when a partner or team of partners bring a new client to the firm there is measurable origination.  And there is at least implied agreement that origination should be shared when multiple individuals hold meaningful relationships within a client organization and those relationships draw work to the firm.  I say ‘implied’ because there is very little sharing taking place — it appears that fewer then one-quarter of the clients in law firms are shared for origination purposes; with a sizable portion of firms not sharing at all (Compensation Systems in Private Law Firms, 2009).  Now one might say that only the largest clients at large law firms may present realistic opportunities for multiple relationships.  And we can see from surveys, larger firms, which have correspondingly larger clients, exhibit a greater degree of sharing.  Still this issue of getting lawyers to sell and service clients collectively challenges leadership.  It is a critical issue in succession programs, as well as for remuneration.  Even if clients are not large enough to support multiple relationship partners, some thought should be given to creating a team that will ensure relationship continuity over time. 

When tracked, small law firms are least likely to reallocate origination.  Large law firms, while more likely to reallocate origination credits, engage in individual partner negotiation as the primary method to determine when and how origination will be adjusted.  Large firms are also more likely to focus on the current client relationships when discussing origination reallocation.  Many firms do not track origination because of the fear that a corrosive internal competition will result.  This does not mean that those firms do not consider this contribution when making compensation decisions.  Origination reigns supreme as the most critical partner compensation factor.  This metric, more then any other, determines whether a lawyer becomes – and remains - an equity owner in a law firm.  And it may well be a determining factor in when and how lawyers exit the firm in their senior years.  So not tracking origination says more about culture and operating philosophy then it does about its importance.  

Unfortunately, tracking origination is very much like trying to maintain a mailing list.  You work hard to keep it updated only to find it is 30% wrong whenever you go to use it.  Such it is with the tracking methods for origination.  Going to matter level tracking aids is a more current and hopefully realistic tracking method.  If done well it can provide real-time assessments specific to each matter and should reflect evolving relationships over time.  The best origination records still require compensation decision makers to make inquiries of practice leaders and other partners so that informed adjustments can be made.  

Getting this wrong can cause all kinds of havoc.  Example, Partner Paula is not given recognition for origination of a $1.5 million portfolio of a $5 million client where she has worked hard to build a trusted advisor relationship with the business unit CEO.  She leaves her firm and takes $1 million of work with her.  Clearly she was off in her estimate of $1.5 million, but the firm was also off in not recognizing the possibility of the $1 million.  The new firm recognizes the $1 million as Paula’s origination.  This scenario plays out in firm after firm, year after year.  This is why leaders in many firms are constantly reinforcing organization and team values.  It is also why the compensation decision makers work hard to get behind the numbers to understand, as well as anyone can, how work gets to the firm.  

Maybe this time the profession is serious about associate pay changes.  I’ve been a bit skeptical because the clamor for change is not new.  What is new is the breadth of the realignment of pay scales and the corresponding announcements of apprenticeships (the boldest moves to address client resistance to hiring newly minted lawyers), training programs and other activities.  All of these are positive steps.

However, associate compensation still appears out of line.  The reductions announced so far are about half of what is probably required (i.e. going from $160,000 to $145,000 should probably go much further to $125,000 or even $100,000); thus resetting the wage scale by a decade.  This is a painful reality and one that surely will fire up emotions.  But the tide has changed; clients are moving quickly and assertively to reduce legal spend.  This goes beyond alternative fee arrangements (AFAs). Costs of outside legal bills are going to come down, and from the early signs — down dramatically.  Services will be competitively bid, outsourced, off shored, converged, internalized, re-engineered, and even forgone.  Now add the AFAs to create greater certainty regarding total cost along with a healthy measure of risk transfer from the client to the law firm.  All of this will bring the major line item in any law firm — the cost of people — under assault.  This will affect total employment, wage scales and job expectations.  The pace of the salary change is directly affected by the pace of change in what clients will pay for legal services.

Once the scale is in line, what’s next?  Pay packages are likely to be less generous on the upfront money (say goodbye to signing bonuses), with reduced salaries and more modest benefits.  Bonuses, possibly semi-annually or quarterly, will ease some of the pain.  But expect the eligibility performance thresholds to be rigorous.  There is likely to be more emphasis on skills and competencies, particularly as they relate directly to delivering valued advice and counsel to clients.  But do not for a minute think that those criteria will overshadow revenue generation.  It’s where the money to pay associates comes from.  There is also going to be a concerted effort at looking beyond what associates know and do to how they conduct themselves.  All three (skills/competencies, revenue, behavior) will be expected.

To do this firms will define what they want from an associate over many years, build metrics and methods to grade performance, and determine what that performance is worth.  Hopefully this will set milestones for career progression and even multiple career paths.  Time to rethink up or out, tiered ownership and the array of tactics deployed over the past twenty years.  The trade-off for associates — lower remuneration hopefully mitigated by better career development and opportunity.

Firms wrestling with alternative fee arrangements (AFAs) often raise the question about how these arrangements will affect compensation decisions.  They raise concerns about how to recognize performance if hours are no longer indicative of contribution.  But hours are not the primary consideration in most owner compensation programs in US law firms.  We know that fees collected as working and originating lawyer are the top two performance metrics for compensation purposes.  This is not likely to change in the short term. 

But in the context of AFAs, the affect of the initiative on profitability is as key a consideration as winning the engagement and generating the revenue.  Determining an effective means to assess profitability is critical.

AFAs are likely to involve risk, innovation and possibly some trial and error to ultimately bring a successful approach to market.  All three (risk, innovation and trial/error) are appropriate to consider in compensation decisions along with the profits and fees ultimately created. 

Quarterly the AICPA and the University of North Carolina’s Kenan-Flagler Business School conduct the Business and Industry Economic Outlook Survey. Participants in the first quarter 2009 survey included 1,183 AICPA members employed as financial executives in industry.  The overall take on the report is a general sense of pessimism for the economy and a lengthened time-frame for recovery to begin.  Complete details of the study are available at the site.

This study is helpful to law firms in two ways.  The conditions affecting businesses are the same as those affecting law firms.  So it is helpful to see what other sectors of the market are experiencing.  In addition, this study provides insight into your clients’ situations — a likely precursor to the types and amount of future legal needs.  The comments on credit terms and covenants were particularly noteworthy.

Altman Weil has announced a very interesting new survey on the state of the current legal market.  The survey was designed to measure how law firms are responding to the economic downturn in terms of pricing, staffing, strategy, growth plans and business development.  We were particularly keen to better appreciate the balance between the short-term operational reactions in response to the extraordinary recessionary environment and the longer-term structural changes to the basic business model.  We also sought information regarding short, medium and long term opportunities and threats as they are perceived by firm leadership.

 The results of this effort will be discussed in an upcoming webinar.  This webinar will discuss the results, implications and take-aways of Altman Weil’s study on Law Firms in Transition.  It is based on the input of 208 respondents (30% of the 687 US law firms with 50 or more lawyers, including 32% of the NLJ 250) to an inquiry conducted during March and April of this year.  The complete, 100-page survey, with detailed breakouts of law firms in five size categories from over 1,000 lawyers to under 100, will be available exclusively to those who register for the upcoming Altman Weil webinar, The Real Legal Market 2009, scheduled for June 11, 2009.

Professor Richard Susskind OBE was interviewed by Mark Harding, Group General Counsel, Barclays on his new book, The End of Lawyers?  This is a thoughtful commentary that may spur some introspection about the direction of the legal profession.  Such exploration is vital to strategy development.  Listen to the webcast.

Leadership compensation is a topic we are getting questioned about.  We thought a few comments might help get the discussions moving in the right direction.
 
1.  If a firm wants good leaders (defined for now as managing partners, practice chairs and office managing partners), it will not create them through compensation incentives.  It takes a talent, time and training to become an effective leader.  Compensation’s job is to appropriately recognize and reward their contributions.
 
2.  How to approach the compensation piece depends on the role.  The full-time world-wide managing partner role is vastly different from the 1/3 time office managing partner.  The scope and scale of the role must be considered.  Some roles can be effectively rewarded within the existing partner compensation scheme, others may require a specially conceived program.  And let’s not forget about life after leadership.  Law firm leaders used to be older when they entered the position and could easily retire afterwards.  Today leaders are  younger and have many years before retirement when they move out of the role.  Some consideration to transition in role and compensation is worth discussing when setting up the program.
 
3.  Compensation programs should recognize both efforts and results.  Too many programs today only consider one or the other.  Historically the focus was on effort, measured in hours required or by a time budget allotted usually creating some sort of fictitious fee credit for compensation purposes.  Other law firms defaulted to a simple stipend based on perceptions of effort required.  Not satisfied with how this worked, firms embarked on a mission to pay for results only.  The key to a results-based system is to understand what the objectives are and how they will be measured.  Unfortunately, results don’t often fit nicely within the 12 month period that compensation programs measure.  Many initiatives require extended time periods to bring about results and that can complicate the recognition and reward objectives of compensation.
 
4.  A final consideration is whether and when to reward failure.  The best businesses take risks — innovation and growth, responses to rapid market changes and the ability to discern longer term shifts all involve risks.  P&G’s chairman (see post 4/8) stated “You learn more from failure than you do from success, but the key is fail early, fail cheaply, and don’t make the same mistake twice.”  If law firms want to implement strategic objectives in a competitive and changing market; it will want to encourage smart strategic risk-taking and consider rewarding failure.