Managing: Balancing Short- and Long-Term Decisions in a Pandemic

Avoid Shortsightednes

When firms shut down, they did so to a great unknown. Obviously, never having had to deal with a pandemic, firm leaders had no idea how long the closings and restrictions would continue. What was not so obvious was the extent to which business would get accomplished. Law firms were also unaware that they might need to consider drastic cuts to both facilities and personnel due to a newly discovered ability to serve clients from the comfort of home. In the case of my firm’s COO dilemma, those short-term savings during COVID-19 were welcome; however, long term the question had to be asked whether the position was one that the firm needed filled. Partner murmurings immediately indicated that those not responsible for upper-level firm leadership and management functions questioned the need, since management functions cast upon others were being accomplished. Even so, it became clear that certain future-oriented initiatives might come to a standstill. Billing, facilities maintenance and security, and day-to-day client service administration took place; however, firm leaders (members of our executive committee) became focused on the day-to-day, and it was difficult to find time for such things as marketing strategy in a new business environment and operational innovation.

In my view, as to the issue faced, firm owners should consider that the function of the COO is focused on day-to-day operations and management. If these duties are cast upon others in leadership, there will simply not be time for the creation of culture, vision and innovation—all of which are primary leadership functions. As the day-to-day gets done, bills go out and the lights stay on, but overworked leaders need to ask themselves... for how long?

Recognize Unique Skills

Many firms, initially resistant to pandemic-related downsizing, have given in to the temptation to decrease expense by reducing head count. Good law firm leaders will, of course, regularly assess staffing needs and eliminate unnecessary positions. Sometimes, however, the temptation is to reduce expense by reducing necessary staff and heaping extra duties on top of other persons. In our firm, we decided that temporary reassignment of the COO duties to the management committee, our administrative assistant and billing specialist was a necessary short-term pandemic solution. Long term, however, the skill set of every person we have ever had as a COO has been much different than all these others whom we asked to undertake COO duties. At the same time, it is important to realize that the skills of a COO post-pandemic might be different from pre-pandemic, and still much different than those of our other lawyers and staff. Others taking on important COO duties meant that leadership and vision might suffer in the short term. Without the hiring of a new COO, certain actions will take longer to get accomplished and without as much efficiency, especially when required to be done by a busy lawyer with the duties of leadership, and the planning and execution of mission and vision for the whole organization. As these day-to-day tasks get done, those given job responsibilities to which they never agreed accomplish them when the firm is in a crunch, but law firm leaders need to ask themselves... for how long?

Spurn Selfishness

Even if firm owners are willing to forgo the type of leadership necessary to innovate and achieve mission and vision in a very uncertain future, and even if those originally given the position of leadership, as well as other staff delegated tasks typically undertaken by the COO, are willing to accept new day-to-day management responsibilities, there is an additional consideration for firm owners. Regardless whether the issue is to fill an open COO position, to cut any position presently filled or unfilled, or to cut any other expense that the firm has historically incurred, the question must be asked whether owners are simply being unfair or selfish—to those who have stepped up to get the firm through tough times, by themselves becoming comfortable with maintenance of salary through reduction of expense and not fully realizing the burdens firm leaders have undertaken. As these day-today tasks get done, paychecks continue to be issued, but firm owners need to ask . . . for how long?

Filling a vacated expensive position in difficult financial times is a tough decision to make. The challenge created by the pandemic for a firm is like whether a farmer should delay planting tomatoes, switch to corn or let the field remain overgrown with grass and weeds forever. Tough decisions are the testing ground of leadership. Leaders must therefore have long-term vision, understand the differing skill sets of professionals and understand that all decisions should be made with a firm-first mindset.