Staff in law firms are often resistant to change. Understanding the reasons for their reluctance is key to implementing new ways of working, says Philip Cragg, who calls on more practices to adopt Lexcel




I went out recently with lawyer friends to a local pub quiz. One of the questions was 'What are the ten ways you can be out at cricket?' We spent an enjoyable evening racking our brains. We came up with nine in the end.



Lawyers like to know the answers to problems. So why are they not that keen when it comes to being told better ways of doing their work?



Lexcel is an example. It works, providing an effective framework around which to build a practice. It channels the huge amount of energy available at any law firm into working in a smarter and more profitable way.



So why do more law firms not embrace Lexcel? The honest answer is that lawyers do not like change. Many find comfort sticking with the outmoded systems they are used to. How many of us have come across lawyers surrounded by a sea of files who proudly boast that they can remember exactly where each file is located? Yet if only they knew how antiquated and unnecessary that approach is.



The key is to understand the reasons for the reluctance to accept change. Only then can we combat the causes rather than the symptoms. So how do we do that?



Firms often see management consultants as a solution. They get them in to advise and help prepare documents, manuals and systems. Invariably, the best initiatives get bogged down in inertia and flounder. Why? Because it is easier to say than to do.



How can this be avoided? Perhaps my experience may help. When I am not failing at quizzes, I am responsible for quality, risk and compliance at Langleys. Over the last 20 years, Langleys has effected real change to its business. It has grown from a traditional high street practice to a regional business with more than 300 staff.



A key element of that success has been in firstly understanding why people feel so secure with what they are used to, and only then moving on to look at how to effect change. This takes time, but 'front-loading' time normally results in huge dividends in the end. Yet many firms spend little time understanding the psychology of their staff before launching into a major and expensive change. It is no surprise that people management is covered within the Lexcel standard.



Look at the profile of your staff. Some will be naturally enthusiastic, others negative. Most will be in the middle. Your energies should be spent on those in the middle. They will be nervous, worried about change and seeking leadership. If you can bring 80% on board, you can deal with the other 20% later.



Remember that to learn a new way of doing something you always need: a willingness to learn; an ability to understand and remember what is said; a commitment to implement; and a commitment to maintain.



Start to build a culture of continuous learning by an effective training programme. Make the sessions short, regular and voluntary. At Langleys, we set up monthly training sessions lasting around 30 minutes during lunchtime. We concentrated on 'soft skills' such as time management, customer service, complaint handling, and understanding how the business works.



The objective was not to deliver huge amounts of detail, but to stimulate a curiosity about management and to make monthly training part of the firm's business landscape.



Limit the numbers. This encourages people to commit to signing up in advance. Our experience was that the number of attendees started modestly, but as word slowly spread, the numbers built up. The sessions are a very effective vehicle for spreading key messages about the firm, its values and where it wants to be. Slowly and surely we found that attitudes changed.



Consider the staff attending. Remember that lawyers tend to be irritated by training. Many have attended external courses that in theory offer the world but in practice do very little in terms of providing practical solutions to their day-to-day needs. Changing that attitude takes time and skill. Many firms expect lawyers to deliver in-house training without any teaching qualifications. Sending those delivering the learning to night school for an NVQ in an 'introduction to learning' is inexpensive and gives them the tools to engage with staff more productively.



Firms that do not have Lexcel often have a gap between the partners' perception of what staff think of the firm and the reality. Finding out what people think is crucial and not that difficult - you ask them.



A simple way of doing this is for the managing partner to have an informal lunch once a month when he invites along a handful of the staff. No agenda, just social. It provides an opportunity for him to chat to them, for them to ask questions and feel valued. People who feel valued are always more prepared to embrace change.



Finally, try and inject some competition. If different departments enjoy out-performing each other on fees, then why not do the same with quality? We developed a simple scoring criteria to measure quality by awarding points for good claims/complaints records, up-to-date reviews and case plans, holding of departmental meetings and so on. This can be based on the Lexcel criteria and helps bring home to everyone the importance and practical relevance of the standard.



Lexcel is not a panacea, but it is a great way of moving a firm from a group of high-energy individuals into a focused, effective and stable business. However, I reiterate, do not underestimate the concerns associated with change. Tackle them and you will have given yourself an excellent foundation for developing your firm.



With proper planning, Lexcel can make a big change to your work-life balance. You may even have more time to find out about the more interesting things in life, such as the answer to my cricket question (the answer is on Langleys' website, www.langleys.com).



Philip Cragg is a partner and head of quality risk and compliance at York and Lincoln firm Langleys