There is no question that the times are changing not only in our profession but across all industries. This means that the evolution of law should be changing as well. So your firm would be remiss to not progress in a time when movements such as #MeToo, Black Lives Matter and Deferred Action for Childhood Arrivals (DACA), among many other significant social issues, affect not only our clients’ lives but our employees’ lives as well. This new era brings about new laws, new advocacy cases, new technology and therefore—new lawyers. While the numbers are growing, today we have more women- and minority-owned law firms entering the legal market than ever before. But while the number of women and minority lawyers overall in the industry are on the rise, they consist of starkly low numbers when compared to prior years where the number of social causes paled in comparison to today. As we embark on this ever-changing social climate, it’s more important now to have a clear vision for the future of your firm. A vision board is a great tool to help outline the goals and objectives of the firm as the climate around us continues to evolve.

Take a look back at your firm goals from 20 years ago, five years ago or even last year. Do those goals align with your firm’s path to success today? Does your firm even have a vision for the future of tomorrow and years down the road? A vision statement is the anchor point of any strategic plan—including your vision for your firm’s future. Having that clear vision for the future, asking the right questions, and engaging associates and staff will prepare you for the next wave of change. Remember that vision boards are meant to evoke change. Continue asking yourself are you aligned with the changing climate and am I truly serving my employees and clients. Using these four steps, your firm should be able to not only outline that vision for the future but doing so while ensuring it lands you and your firm in all the right places.

What Is a Vision Board?

Consider a vision board as a mission statement 2.0, a clear representation that uses words and images to create concepts or goals. What personal vision boards and business vision boards have in common are that they both start with a purpose. When starting a vision board, are you asking yourself the right questions? First, what is it you want to accomplish? Are you creating a vision board to identify and correct any weaknesses within the firm or are you looking to build a stronger foundation and set new standards. Answering what may seem like a basic question, can often lead to a complex series of answers. Identifying weaknesses within any firm can be a complicated road. Are there certain members of the team that may be misaligned with your vision? Is it time to eliminate those members and seek individuals who may strengthen the core mission of your firm? Is it time to diversify your staff? Are you actively and aggressively seeking team members who may help identify certain issues or areas that are underrepresented within your firm? Is it time to promote from within? Are there certain team members who may help with your overall mission once they are placed in the right position to grow and succeed?

Putting the Vision to Work—Aligning Actions With Goals

Start by asking the question, are we aligned with today’s social climate? It’s time to solicit internal input. Be ready to listen. New ideas and suggestions shouldn’t be dismissed but discussed further to find possible ways to either incorporate them on the vision board now or in the future. If you have to wait to incorporate certain ideas it’s vital to clearly explain why before moving on. Remember your vision board will have a greater degree of success when your team is part of the process. Once you have identified an overall vision; you can begin to branch out. Picture this vision as the centerpiece on a round table. Once that centerpiece is in place you can begin to structure how you plan on achieving that vision, much like adding accessories to the table. Be careful not to add too much at one time.

Delegating Vision Tasks

Once you have identified an overall vision, which can also double as your mission statement, you can begin to branch out, consider adding accessories to the table. Continue engaging members of the firm in the vision board process assigning them task and timelines. With the staff’s engagement, the firm could delegate different teams to achieve certain objectives. For instance, the firm could set up committees and delegate members to organize a community service event, create a mentorship for incoming associates, create a D&I program for the firm or even organize CLE events for the firm. This is an excellent tool to engage employees, boost morale and increase camaraderie. Sharing the firm’s vision and aligning their own objectives and goals will motivate them to work harder toward making the firm successful.

Reaping the Rewards of Success

Now that the work is done, it’s time to reap the rewards of success. It is important to acknowledge and praise all team members that assisted the firm in achieving its vision. Employees are not necessarily motivated by money, instead use intrinsic motivators such as being recognized for their hard work, growth and advancement and flexible work time. People want to be a part of something that is bigger than themselves, show them how their work has benefited the firm and how their work has aligned with visions of the firm. When morale is up, productivity is up. It’s a win-win for both the firm, employees and clients as well.

Shaun W. Jones, is the office administrator for Kolsby, Gordon, Robin & Shore, a catastrophic personal injury and complex litigation firm in Philadelphia. In addition to his role at the firm, he sits on the board of directors of Philadelphia Chapter of the Association of Legal Administrators. Contact him at [email protected] or 215-851-9700.