The new year's resolution which every firm wishing to enjoy a more successful 1999 should make is to embrace the 'ambassador principle'.The principle is very simple.

It states that the modern law firm must train its non-partners to be ambassadors for the firm while at the same time treating them on a day-to-day basis as though they already were ambassadors of the firm.1998 has been a year where regrettably too many firms have continued to adhere to a Victorian nursery mentality in their treatment of non-partners.These firms believe that trainees and most associates lawyers - at least until the firm unilaterally decides that they can make the leap to partner - should, like Victorian children, remain most of the time with nanny in the nursery.

When in the company of their 'par ents' (partners), they should 'be seen but not heard'.

This belief is often linked to the proposition that it is inherently dangerous to let associates get too close to clients since there is a risk that they may leave the firm and take clients with them.The thinking behind this mentality is difficult to fathom.

However, at its root is probably the intensely egocentric nature of most lawyers - usually successfully repressed until they make partner and then blossoming like a well-watered geranium - combined with the belief that the only thing that really counts is billable hours.

This often leads to partners holding on to chargeable work rather than delegating it.The opposing school of thought lies at the heart of the ambassador principle.

It is diametrically opposed to the Victorian model and states that you should train your associates - and trainees - to be ambassadors for the firm while simultaneously treating them as ambassadors of it and of its individual partners.

We must think of our non-partners not only as ambassadors in training but also as existing ambassadors.Both roles are crucial - the first places a duty on the firm to train its young lawyers in the skills required to be a successful ambassador of the firm.

This makes business sense since firms demand those skills at partnership level.

It also increases the pool of potential partners.

In any event, it is probably morally indefensible not to train someone in a skill which is a prerequisite to possible promotion.The role of existing ambassador implies a conscious acceptance that non-partners already have an important role as ambassadors and should be both 'heard and seen'.

This not only increases job satisfaction but also meets the need of the modern client who demands ever increasing transparency in the delivery of legal services.There are many tools available to a firm wishing to commit itself to the ambassador principle.One firm may use its staff induction process to carry out a marketing audit of new trainees and associates.

Another may run a series of business skills training sessions covering presentation skills, marketing, public speaking and client care.

A third firm may ask its non-partners to participate in mock beauty parades and train them on crucial management or business related issues including billing, time recording, negotiating skills, jargon-free writing and time management.

The paragon of firms will of course do all these things.

It will also involve its associates in tendering and in real beauty parades.

It will give all associates and trainees individual business development plans and personal marketing budgets.Paragon or fledgling firm the success of these tools rests on a key ingredient - a partner-led culture which has bought into the principle.The ambassador principle will undoubtedly strike some as little more than a statement of the obvious.

Common sense often does.

What is certain is that the trainee and associate 'Vintage 1999' are entirely different to the articled clerk and the assistant solicitor 'Vintage 1980' and that the ambassador principle will play a crucial part in a firm's success.