Legal Leadership – Can Injury Lawyers Inspire Others?
Injury lawyers work in an interesting legal field. Rather than suffering a wholly financial loss, or a grievance – injury claimants will often present both. Those who suffer problems from whiplash will be unable to perform a manual job for many weeks, resulting in both pain and lost wages.
These double-struck clients will then often have to take a case against a large corporate entity – a fearsome sounding task in itself. However with a well qualified injury solicitors firm at their side, the confidence suddenly creeps back!
A law partnership in the personal injury field may not sound quite as prestigious as their corporate or criminal law counterparts, but 2 key leadership qualities will still be present. Allow me 2 minutes to convince you that the example of law partners should be introduced to management texts, and not merely confined to punchlines.
A legal partner will have a good education (such as the LPC), sound experience and plenty of hours under their belt. Whilst a leader need not be a technical leader in their field – a good ounce of credibility will always go far. Credibility lets you jump into second gear from the start line with your people. A good reputation and an aura of knowledge will allow you to orchestrate complicated tasks right from the go with a brand new team.
Not all injury claims are equal. In a legal field where every injury, every environment, and every claimant is different – some cases are a world away from certain. Legal practitioners will need to tailor their approach for each engagement to maximise their chances for success. Flexibility is an infectious leadership trait, and few leaders are aware of the positive impact their flexibility has on the working culture beneath them.
It is common knowledge that lawyers work long hours, and in such a firm it can be difficult for subordinates to achieve a desirable work life balance. However if their partner demonstrates flexibility by allowing middle management to take off occasional afternoons to allow them to make their children’s football games, then middle management will feel confident enough to extend this trust to their colleagues.
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