As law firms grapple with generational shifts, talent retention, and evolving workplace dynamics, internal coaching is emerging as a powerful tool for professional development. In a recent Platforum9 live Session, Ron Given, a seasoned legal professional turned coach, shared his insights into the world of coaching within law firms.

The Evolution of a Legal Coach

Ron Given’s journey from a long-standing career in law to coaching is a testament to the changing landscape of professional development in the legal sector. With over 30 years at Mayer Brown (a large US law firm) and subsequent roles in various international law firms, including Wolf Theiss and Deloitte Legal, Given brings a wealth of experience to his coaching practice.

“I come from a generation as do many that weren’t coached, you know, we either made it or we were thrown over,” Given reflects. “That was certainly the American experience. So it intrigued me to find a better way.”

The Need for Coaching in Law Firms

Given points out that coaching has long been accepted in the corporate world, but has been slower to take hold in law firms. However, the landscape is changing, particularly since the pandemic, noting:

“Since the pandemic law firms have looked for ways to keep attracting lawyers and retain them. Now, coaching is much easier. And is long accepted by our clients everywhere.”

What is Coaching?

The conversation distinguished coaching from mentoring and traditional people management:

“Coaching tries to approach things as, let’s see if we can find a way for you to deal with your environment, whatever it is, your way. And if you’ve got changes to make, let’s see if we can find a way to do it your way, because I think we all intuitively know that if I decide to do it, as opposed to being told to do it, it’s likely to actually happen.”

The Coaching Process

A typical coaching engagement in a law firm involves three parties: the firm, the coachee, and the coach. Given emphasises the vital importance of confidentiality in this exercise:

“The key really to make it work, is that the lawyers have what we would call the client relationship with the coach. The confidential relationship is with the coach.”

Engagements typically last three to six months, with about ten sessions. The focus is often on areas like leadership, collaboration, and marketing.

Who Benefits from Coaching?

Contrary to his initial expectations, Given found that his clientele is primarily younger lawyers:

“I’m getting a lot of the younger crowd and a lot of it is, ‘Okay, yes. Let’s talk about some of the changes that might need to be made, and things that I have to do in order to progress and what my perceptions are. Are my perceptions good?'”

These younger lawyers, often in their 30s to early 40s, are grappling with the challenges of law firm culture, work-life balance, and career progression in a super charged professional work environment.

The Value of Coaching for Law Firms

Given argues that coaching fills a crucial gap in modern law firms:

“Some part of us is convinced that somehow in the law firm business, we’re in an apprenticeship system. I think I saw a little bit of that when I was starting over 40 years ago, but that simply is not the case today.”

He suggests that coaching can help lawyers better navigate the training and development opportunities firms already provide.

The Rise of Internal Coaching

While Given primarily discusses external coaching, he notes a growing trend of internal coaching in law firms, particularly in the United States:

“What I see in the States is that internal coaching really came out of the pandemic.”

Internal coaches can make coaching more accessible and help normalise it within the firm culture. However, they may face challenges related to credibility and potential conflicts of interest.

Measuring Success in Coaching

When it comes to evaluating the effectiveness of coaching, Given acknowledges the challenge:

“There’s a lot of subjectivity to it, but when I hear that, I say, well, you know, a lot of stuff in legal practice is subjective, the way we make partners, the way we fire people and so forth.”

He recommends establishing clear signals of success at the beginning of the engagement, while recognising that many benefits may be intangible.

The Future of Coaching in Law Firms

Given sees a bright future for coaching in law firms, particularly as firms recognise the need to support their lawyers’ personal and professional development in new ways:

“I think the coaching profession is going to be hugely relevant to the future.”

As law firms continue to face challenges in talent retention and development, coaching – both external and internal – is likely to play an increasingly important role in shaping the next generation of legal professionals.

In conclusion, as the legal profession evolves, coaching offers a valuable tool for law firms to support their lawyers’ growth, navigate generational differences, and create a more engaging and supportive work environment. As Given’s insights reveal, the journey of integrating coaching into law firm culture is just beginning, but its potential impact on the profession is significant.