Best Practice Tips: Law Firm Retreat Follow-up and Implementation

Asked and Answered 

By John W. Olmstead, MBA, Ph.D, CMC

Q. I am a partner in an 18-attorney firm in Milwaukee. Over the years our firm has held retreats, but the results have been disappointing – a lot of talk and little action. We have the same problem in our monthly partner meetings. We spend a lot of time in meetings – discussions and decisions made but little implementation. This week we are having a partner vote to decide on whether to have a retreat this year. Frankly, I will vote against it and I think it will be a waste of time. What are your thoughts concerning law firm retreats?

A. I understand your frustration and concern. Many law firms have had similar experiences with retreats. Good ideas and decisions but no follow-up or implementation once the retreat is over. Often retreats are too loose with no structure or leadership.

Ensure that the firm appoints a qualified retreat leader who has experience leading or facilitating retreats. Identify specific objectives and desired outcomes during the retreat planning phase, and determine how follow-up and accountability for implementation will be achieved. Be sure you come away from the retreat with a specific plan for follow-up actions for every problem discussed. For example, if you decide to start a talent search to fill a specific position, or if you have assigned several partners to work further on specific problems and report the results, it is important that individual assignments and target dates for reporting and completion be made explicit. Determinations of this kind should be recorded and made part of the minutes of the retreat. Further, a system of follow-up meetings to assess progress is advised, in order to maintain the momentum achieved at the retreat.

Many law firms benefit considerably by incorporating specific retreat decisions into a 12-month plan and schedule of activities to meet firm objectives. Planning of this kind typically results in significant firm progress, even though there may be initial resistance to these efforts by some firm members.

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John W. Olmstead, MBA, Ph.D, CMC, (www.olmsteadassoc.com) is a past chair and member of the ISBA Standing Committee on Law Office Management and Economics and author of The Lawyers Guide to Succession Planning published by the ABA. For more information on law office management please direct questions to the ISBA listserver, which John and other committee members review, or view archived copies of The Bottom Line Newsletters. Contact John at jolmstead@olmsteadassoc.com.