Law Firm And Law Department Consulting Law Firm Administrator

Principal administrators of important law firms typically oversee and are responsible for up to six dissimilar areas of operation:

1. Finance and accounting

2. Human resources

3. Information technology (IT)

4. Facilities

5. Marketing and selling increase

6. Office services

In some firms, one or additional of these areas is not under the oversight of the main administrator. The most common specimen of this is marketing and selling increase — functions that much are the bailiwick of the firm’s head marketing and selling increase officer to the exclusion of the main administrator (i.e., when the CMO does not communicate to the main administrator).

Each of the six functional areas can be interrupted down into piece parts.  Money matters, for example, relate to both accounting and funds (and analysis), and they typically are combined into one department within the firm.  Human resources also has two primary components, the employee relations/employment function, and the benefits function. IT is IT; yet, as we know, it has taken on significant importance to the strategic direction and the basic operations of important law firms. The facilities function encompasses such things as the relationship with the firm’s landlord, housekeeping and maintenance, workplace space, lease identification and negotiations, and improvements to or build-outs of new or rehabilitated workplace space. We’ve already mentioned the two-pronged nature of the marketing and selling increase function. Finally, workplace services includes form production, messengers and delivery, post and fax, copying, etc.

Clearly, finding one individual with significant experience within all the above areas of law hard administration is difficult. The best candidates exhibit dissimilar mixes of experience within the relevant areas. What a hard needs most within its main administrator can of course innovation over time as circumstances at the hard change. So what is a hard to work within choosing among needed skill sets when it is hiring a new main administrator?

The simple answer is to find the individual with the best and most extensive combine of experience within the dissimilar functional areas, yet within thus doing, remain cognizant of the fact that not all areas are equal within importance. And, obviously, a hard needs administrators who are grounded first within the most important functions.

Without enquiry the most important skill set for the main administrator of a bit of important law hard is funds and accounting. This is correct regular within firms where high-level, accomplished head economic officers communicate to main administrators.  As we’ve much heard it expressed, “If the finances of a law hard and its profitability aren’t good, what else really matters?” 

The essential reason law firms swing round selling matters over to non-partners is to improve economic presentation and profitability by freeing up key lawyers to serve clients and earn fees, and by bringing within selling people who are more completely trained than most lawyers to handle the assorted managerial functions. Thus, a bit of main administrator needs to understand the firm’s finances and its profitability thoroughly, and he or she must be qualified to help lead the reasoning of the economic figures.

Does this signify that a strong economic background alone is enough?  No.  Human resources and IT (the two functions usually listed as most important after funds and accounting) are crucial to the triumph of a bit of firm. Most firms need main administrators who are good managers of people and excellent leaders. An administrator should understand the large picture of what technology can work for a firm, its lawyers and its clients. But a main administrator who doesn’t understand funds and accounting adequately is an administrator incapable of adequately overseeing the economic managers and the firm’s finances themselves.  He or she serves at his or her own - and the firm’s - potential peril.

Jim Wilber has placed hundreds of law hard executives and selling managers over two decades.  He advises law firms on managerial structure, management and leadership and is a former practicing attorney and law workplace manager.  Contact Jim at jswilber@altmanweil.com. 

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