Now that I am helping lawyers find the right firm and helping law firms find the right lawyers, I am reflecting more on what would motivate me to join a particular law firm if I was still practicing. I know what some of you are thinking:

Money

If that was all that motivated me, I would still be practicing law.

I was a practice group leader in my old firm. Once a month I was required to attend a meeting of practice group leaders and office managing partners.

I rarely thought what we covered was valuable. For the most part, we talked about economics and how we were doing financially. We did not brainstorm ideas on how we could better lead and motivate our lawyers, which in the end would make us more valuable to clients and more profitable.

In his book Linchpin: Are You Indispensable? Seth Godin references a poll of 20,000 creative professionals done by Richard Florida. He gave the professionals 38 factors to choose from on what motivated them at work.

Here are the top ten ranked in order:

  1. Challenge and responsibility
  2. Flexibility
  3. A stable work environment
  4. Money
  5. Professional development
  6. Peer recognition
  7. Stimulating colleagues and bosses
  8. Exciting job content
  9. Organizational culture
  10. Location and community

Godin points out that only one of the above is a clearly extrinsic motivator.

I am sure many law firms focus on it like a laser beam. In those firms, the popular notion is that the only thing that motivates partners is higher profits per partner and the only thing that motivates associates is compensation and bonuses. The survey would suggest there are motivators that have little to do with money.

Looking at the survey, what can your firm do to attract top talent? I know-compensation matters, but what else can your firm do?

It’s difficult to provide exciting job content all the time. I have done my fair share of legal work that was not exciting. I am sure you have as well. The location of the firm is where it is. So, not much can be done with those two motivators.

At the same time, law firms can easily provide challenge and responsibility, flexibility, a stable work environment, professional development, peer recognition, stimulating colleagues and bosses, and organizational culture.

Top lawyers old and young want to be challenged.

What else do young partners want?

  • They want the flexibility to be able to spend more time raising their children.
  • They want to feel secure knowing they will have a job.
  • They want to learn and develop their skills.
  • They want feedback when they need to improve and when they have done an outstanding job.
  • They want to work with lawyers they respect and trust.
  • They want to work for a firm that lives what it says is its culture.

As I attempt to help lawyers find the right firm for them, I wonder why so many law firms are not focusing on those motivators.

Is your firm? When was the last time you talked about any of these topics at a firm leaders/management meeting?

  • Absolutely!
    As long ago as Herzberg and Maslow, we were being exhorted to look carefully at all the things that motivate people. Money doesn’t all that much, at least not after they are getting enough to feel valued.
    As Cordell infers, it is really hard to see how the motivators above could possibly be in place without skilled interaction between leaders and followers–regularly.

  • Susie

    In your opinion, do lawyers have the same mindset as the creative professionals that were surveyed? As a law firm marketer, I would venture that at least half of lawyers in private practice may not readily identify with these creative professionals. Many have pursued a career in private practice to make money and pay off educational debt. Maybe the problem of motivation is precisely the private practice model – the majority of the worker bee lawyers prefer to work for the minority of lawyers who bring in business.
    Another thought: regardless of whether lawyers value the work itself or the money they make, could one conclude that either way, they should be motivated to develop business, which, when it comes to fruition, yields these results?