Putting Culture Front and Center Helps Small Law Firms Thrive

In Big Law, attorneys often work exhausting hours, face unrealistic expectations, and put their personal lives on the back burner—all of which negatively impact morale and retention.

That’s why some attorneys choose to go into business for themselves or with a small group of partners. Benefits to starting a firm include being your own boss, setting your own schedule, and creating healthy boundaries.

But it’s also a huge undertaking. Attorneys have to build an apparatus from scratch, and then differentiate themselves, find clients, and bring in revenue. All these steps are important, but firms won’t get far unless they place people and culture at the center of their strategy.

When growing a law firm, it can be tempting to backslide into a mindset of chasing profits over all else. But that approach would be short-sighted and strain your organization and its people.

The more attorneys you bring onto the team, the more difficult communication and alignment become. You’re dealing with multiple personalities, backgrounds, ideologies, and experiences. There’s bound to be conflict and different opinions on how to interact with one another, run a business, and work with clients.

Communication and alignment are important to creating and maintaining a healthy workplace culture. They should be the foundation of the business—and you need to add people who can contribute to that culture.

Onboarding new employees and integrating them into an existing culture is also a challenge. Leaders need to ensure that new employees adopt and contribute to a firm’s values. This is why culture should be communicated clearly from the start and prioritized throughout attorneys’ tenure—during recruitment, interviewing, onboarding, and training and development.

Core values are often undefined in small firms and may shift as the organization and leadership team grow. Establishing values early on—and making sure you stick to them—is key. (Our values are freedom, family, and flexibility, for example.)

The values you establish for your firm shouldn’t just be words on paper. They should be integrated into every aspect of your operations, from how you communicate with your team to the decisions you make about client engagements.

Regularly assess your actions and processes to ensure they align with your stated values. This demonstrates authenticity and reinforces the importance of the culture you’re trying to build.

When it comes to creating a great culture, here’s how you can put those principles into practice.

Flexibility is paramount. Allow your employees to work when and where they’re most productive. This could mean offering remote work options, flexible hours, or the ability to take breaks throughout the day.

By prioritizing flexibility, you can help prevent burnout, boost morale, and improve overall job satisfaction. As attorneys who once faced in-person mandates, we’ve seen the upsides of an all-remote workforce and don’t plan to go back.

Lead by example. As a leader, your actions speak louder than words. If you want your team to embrace a culture of work-life balance, demonstrate it yourself. Take time off when needed, set boundaries between work and personal life, and encourage your team to do the same. Show them it’s okay to prioritize their well-being and that you trust them to manage their time effectively.

Don’t micromanage. Micromanagement is a surefire way to stifle creativity, innovation, and morale. Trust your team to do their jobs and avoid the urge to constantly look over their shoulders.

Instead, focus on providing guidance, support, and resources to help them succeed. This approach fosters a sense of autonomy and empowerment, leading to increased engagement and productivity.

Provide generous wages and benefits. A competitive compensation and benefits package is essential for attracting and retaining top talent. Where possible, ensure your employees are paid fairly and offer benefits that support their well-being, such as health insurance, retirement plans, and paid time off. This demonstrates your commitment to their financial security and overall quality of life.

Create a family-first culture. This means recognizing that your employees have lives outside of work. Offer flexible scheduling options, parental leave, and other family-friendly benefits.

Encourage employees to prioritize their family commitments and create a supportive environment where they feel comfortable discussing their needs. This approach contributes to a more positive and productive workplace.

Building a strong culture is essential to long-term success. By prioritizing culture, firms can create a positive work environment, attract and retain top talent, foster collaboration and innovation, and drive better results for clients. It’s a win-win for all involved.

This article does not necessarily reflect the opinion of Bloomberg Industry Group, Inc., the publisher of Bloomberg Law and Bloomberg Tax, or its owners.

Author Information

Kevin Henderson is an experienced corporate lawyer with over a decade of M&A, venture capital, and capital markets experience.

Eric Pacifici is a trusted deal lawyer with extensive M&A and capital markets experience.

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