Any solid business degree begins with a foundation in management—and for good reason. Management and business, especially good business, go hand in hand. At its core, management is about how people, processes, and operations combine to achieve an organization’s goals. I explored those concepts through case studies in school, then watched them come to life as I applied my business education in every professional role I’ve held.
As always, the goal of focusing an issue of Law Practice magazine on one of the Law Practice Division’s core pillars—this time, management—is to offer real-world insight and practical tools that help you practice better. Whether you’re in a firm of one or one thousand, management matters. I’ve practiced law in settings that span that spectrum, and the one constant has been the need for effective, intentional management of both resources and processes.
When I started out as a solo practitioner, I developed and documented procedures for my practice, preparing for the day it would grow beyond just me. Today, as a partner in a firm of over a thousand lawyers, an evolved version of that same manual guides the way my team manages the work of my practice. Some might say I’m “extra” for my devotion to documenting processes, but both my business background and military experience have taught me the value of standard operating procedures. It’s not about doing things my way—it’s about having a way, and being able to replicate it. Replication creates consistency, and consistency builds resilience in the ever-changing world of law practice.
Management and leadership are often used interchangeably, but they are not the same. They are two sides of the same coin. In our November/December 2024 issue, we explored leadership and the vision it brings to law firms. This issue shifts the focus to how managers execute that vision—using people, processes and tools to bring it to life. While not every lawyer will lead an organization, nearly all of us are managers—of teams, of projects and of client relationships. Cases and law practices are managed, and good management is essential to good lawyering.
This issue explores management from several perspectives: managing technology and people, managing projects and managing professional relationships. You’ll find practical tips for plans to build and execute a technology strategy—because, as the saying goes, failing to plan is planning to fail. We also focus on managing your most valuable resource: your people. That means paying attention to both physical and mental well-being to support a productive and engaged team.
Project management is another key theme. We make the case for standard operating procedures as a tool to help legal teams manage time, reduce errors and improve efficiency. The best-managed projects are those that operate smoothly and minimize the risk of failure.
Finally, we explore how to manage client relationships beyond legal expertise. Clients look for value, and we can provide it by understanding their needs, learning their businesses and leveraging technology to help them achieve their goals more effectively.
Effective management makes better lawyers and stronger practices. I hope this issue gives you the insights, inspiration, and tools to do both.
