Roll with
t
he changes
Staying on top of the changes in your industry is a key to long-termgrowth.
“Our profession is changing quite a bit. What the law firm looks liketoday is changing quite a bit. How our clients use legal services ischanging quite a bit. So, there’s a part of this that just involves observation and analysis of what is happening around us. Then part of itinvolves deciding what we are going to do about that.”
To identify what changes need to be made in the firm, Sasso observeswhat is taking place in the marketplace. The organization turns to legaltrade publications to find out what other firms are doing across thecountry.
After soaking in all the changes and ideas being talked about andpracticed across the country, the firm deciphers between the ideasthey feel are fads and ideas they feel will stick around for a while. Theytalk with clients, and if they are hearing the same opinions fromclients, they know that change is something they need to focus on.
“For example, we know that clients want to have depth in areaswhere they have legal needs,” he says. “That’s pretty obvious from justus talking to clients. So, we built depth in key areas where our clientshave legal needs. We know that clients, in some cases, like us to collaborate with them on cost control. That becomes evident, we talk tothem, they tell us their concerns, and we will deal with that. We knowthat’s not a trend because we know it’s very important to our clients.We know it’s not a flash in the pan.”
Sasso then has to get employees to buy in to the change. “There is a temptation to do something a certain way becausewe’ve always done it that way. And there is a natural reticence bypeople to make changes because people feel comfortable aboutwhat they’ve done before,” he says.
Sasso and his team make a case for the change, which involves talking to people inside the firm who are involved in that change.
“It could be a problem, it could be a concern, it could be a perceivedopportunity,” he says. “We may debate it and talk about differentapproaches or solutions, and then typically I will process all of thatand come back to that group with either a summary of what we talkedabout or perhaps a conclusion of my own that comes out of that discussion.
“I’ve found when people understand all the facts, they generally willembrace the need for change and the strategy for change.”
Sasso says you can always sense when there is unease with a change.If there is unease, he is open to hearing about it and willing to discuss any problems employees may have.
However, it’s no coincidence that because Sasso welcomes open communication, he can’t recall an employee not getting on board for a change.If you don’t involve others in the change process, but instead make thedecision all on your own, you might run into that problem.
“That can be very, very dangerous to make decisions that waybecause ultimately we really need the people in the firm to be behindwhat we decide or it’s not going to be reality,” he says. “Any organization depends on planning and execution. You can have great planning,but if you don’t have the execution, you are going to fall flat on our face.The people who execute are all the employees in the organization. Ifthey don’t buy in with what you’re doing, it’s not going to happen.”
HOW TO REACH: Carlton Fields P.A., (813) 223-7000 or www.carltonfields.com
