Editor's letter: Papal lessons on leadership

The approach of the newly-elected Pope Francis I provides some parallels as to how new managing partners can engage partners and employees in their vision for the firm.

In one short speech following his appointment, the new leader of the global Catholic Church created trust in his ability to lead and implement positive change for his followers. He formed an emotional and intellectual bond with people, as well as confidence that he will be a true shepherd in times of difficulty. He conveyed this both by what he said and how he presented himself – as a humble man of the people.

Managing partners would do well to follow the pontiff’s footsteps. The relationship between new managing partners and their predecessors – who often become senior partners – needs to be carefully managed to avoid potential power struggles. As such, it is always a good idea, just as Pope Francis did with his predecessor, to publicly acknowledge and thank your predecessor for his help and support – even if none has been given yet – as it will ensure he has a vested interest in your initial success.

Winning over the hearts and minds of internal stakeholders is the immediate challenge. Frances I knew how to do this – by asking the people to pray for him, thus immediately conveying that they had as much a part in his success as their leader as he did. While many managing partners are unlikely to ask for prayers, they can nevertheless express humility as leaders. By making it clear to partners and staff that they have a vital role to play in the firm’s success, and by making themselves accessible, new managing partners can pave the way for engagement with their decisions from the start.

Despite their purported collegiate culture, many law firms struggle with turf wars, which are exacerbated when new teams are acquired. New managing partners have to find a way to resolve these issues, along with any others their predecessors may have left behind. Pope Francis I inherited a mess of controversial policies, in-fighting and church scandals from his predecessor. His approach was to emphasise the importance of fraternity, love and trust between all people.

Although a law firm is hardly on a par with the Catholic Church, engagement of hearts and minds is a management basic. Whatever you choose your message to be, the key is to share it with real conviction, drawing on the history of the firm and its core values and what they mean to you. It is only by being authentic and showing your own passion for the firm that you will be able to win loyalty from partners and staff.

In the coming months, we can expect to see the new pope leveraging all of the resources as his disposal to create a positive vision for his global organisation, both internally and externally. Equally, it is vital for new managing partners to inspire and encourage, to share their vision for the firm and to be seen as one of the people. Whether they are charismatic or a source of quiet strength, they will need to use all of their unique characteristics to establish in the hearts and minds of partners, staff and clients that they can be trusted to manage and lead the firm.

Until next time,