Marcie Borgal Shunk, president and founder of the The Tilt Institute Inc. Courtesy photo

Smart Strategy

Are you solving the right problems? This query is the title of a 2017 article (and subsequent book) by Thomas Weddell-Weddellsborg, and the consummate question when discussing virtually any persistent challenge. It also holds a profound lesson for law firms today. As detailed in the first article of this series, leaders are fast becoming overwhelmed with the weight and impact of over two years of imposed change. The pandemic, global unrest, political extremism, the war for talent and more are placing a great burden on today's law firm leaders, leaving many feeling burnt out and underprepared. Daily inquiries persist about how and whether to enforce return-to-office, what hybrid work model will best maintain culture, when and on what issues the firm should publicly take a stance, and more. These are not simple questions.

Nor are there simple answers. Yet an elevated level of awareness can help leaders initiate positive change. Part one of this series explored self-awareness (how leaders' understanding of their own strengths, perspectives and vulnerabilities empowers them to be more effective), and "other awareness," such as empathy. Situational awareness is the third frontier.

Cultivating Situational Awareness

On the surface, awareness of organizational problems seems straightforward. Low engagement, high stress, "quiet quitting," and low office attendance have visible manifestations. Those attune to their talent will see evidence of these in how people interact and engage with each other and their work (note: if billable hours are the only indicator being reviewed, these signals can and will be missed. Productivity does not always decline even while work quality slips or a departure is imminent). Many law firms are responding to these challenges—deploying vacation policies, wellness programs and social events. These solutions, however, rarely address the underlying issues or root causes. They are Band-Aids—good to ease the pain but ineffective at preventing further harm. Moreover, what is causing duress for one professional may vary considerably from what is sparking disengagement in another.