Too frequently, you are reactive in your tendencies when dealing with complicated matters and rectifying situations. Your adrenalin rush to right your wrong has you acting in ways that may not be conducive to achieving your best results.

A speedy resolution is not the outcome you want. The right solution is and should always be your goal. Slow down your impulses to hammer out an instant remedy. Instead, apply a slow fix.

Instead of avoiding problems, confront them head on and solve them as quickly as you can.

You will proactively increase your market footprint and achieve bigger and more targeted returns on investment when you actively control your practice and visibility and determine what work you want to do and with whom.

Bottom line, you increase your footprint by having a strong personal brand and an effective web presence.

Test your marketability by Googling yourself on a regular basis.

What kind of digital footprint do you see?

If you do not see the returns you want to see, it is time to update your information and redirect your market focus.

When you focus on your lawyers’ time sheets, you will mine gold: the data that stokes the engine of your firm’s profitability.

When you mine your gold, you can predict productivity market and activity trends.

You can review quality and quantity of hours. You can gauge the variety, complexity, timing and nature of assignments.

You can also obtain insights into the effectiveness of your firm’s work allocation processes and see trending behaviours in workflow, especially in terms of how you utilize, or underutilize, your talent.

It is time for you and your firm to endorse multi-track career options at your firm.

This is not a second-tier program being put into place for second-class lawyers.

In fact, a strategic and effective system will enable all your lawyers to excel. Some lawyers may opt straight out for specific career paths while others, through discussions and mentoring, will align themselves to paths deemed best for their career progression.

Your firm’s multi-track initiative will only succeed with solid firm endorsement and highly visible and continuous support.

To stay competitive, you really want to know your market.

To determine how well you know the legal area and practice within which you are a successful member, take your market challenge.

Describe succinctly in no more than four words the type of law you practise.

Explain how you developed your practice expertise and built your client base.

Probe the robustness of your practice area, in terms of the number of practitioners with whom you practice; the number of clients you currently service; your profitability; and your firm’s perceived value and support for your practice.

In today’s environment, all lawyers need law firm sponsors, not mentors. You might think that these two terms are interchangeable or synonymous. The terms are very different; different meanings and very different expectations. That said, mentorship and sponsorship programs do not negate each other: mentorships provide platforms from which to launch sponsorships.

As law firm mentors, whether appointed or self-appointed, your responsibilities to your mentees, the lawyers you mentor, will include modelling best practices, sharing insights and promoting a “you can learn from me and do what I do” philosophy.

To succeed as a leader, you need to give and take: give foundational support when you delegate to others and, when you act on critical feedback, take next steps to be perceived the way you want to be seen.

Why do you sometimes struggle with these key skills?

You won’t delegate, as you may believe it will take longer to explain what the assignment is than to do it yourself. You may worry about losing control of the work, and maintaining your own hours and work flow.

Your team is integral to your firm’s success and you want to consistently use them effectively to service your clients. To be successful, you want to act like the manager of a baseball club. Compare your lawyers to baseball players and think of your client matters as specific ball games.

Like ball players, when your lawyers are well-positioned and prepared, they will effectively carry out their responsibilities on their projects.

You want to ensure you utilize your lawyers strategically, inning after inning, matter after matter.

How should you wrap your arms around being innovative? Focus on your innovativeness as a direct relationship to your productivity and efficiencies, talent development, and career progression. The net result will be that you and your firm are trusted and respected, and your client service executed successfully.

Sponsoring and supporting innovativeness does not require that you and your firm do a clean sweep of all your products, services, and processes for the sake of change. Nor do you need to categorically adapt new and, potentially, untested procedures across the board.

Client exposure is sadly another area where many of your colleagues are elbowed out in favour of those with the loudest voices or biggest books of business. Too frequently, your firm rolls out the same people on different pitches, simply because these lawyers have been used on earlier pitches and have institutionally become the go-to team.

Regardless of your firm’s size, there is depth of talent, which you want to expose and share with current and prospective clients.

Now is the time to stop pushing the “repeat” button when selecting your pitch team.