Removing Barriers to Pride and Professionalism
Most law firms talk a lot about their "professional quality."
Most of them also unknowingly obstruct it.
W. Edwards Deming's Twelfth Point of quality management, "Remove Barriers to Pride of Workmanship," is essential for law firms that honestly want to excel in the increasingly competitive and demanding legal services landscape. By identifying and dismantling the barriers that prevent legal professionals from taking pride in their work, law firms can unlock a higher level of satisfaction and commitment, leading to superior service, greater client satisfaction, and sustainable success.
This is the thirteenth in a series of sixteen articles that explore the relevance and, for some law firms the existential importance, of W. Edwards Deming's Fourteen Points.
Understanding Deming's Twelfth Point
People should take pride in their work. In a law firm, this translates to lawyers and staff feeling a genuine sense of accomplishment and fulfillment in their roles. However, in law firms as in any other business, organizational barriers often impede this sense of pride, affecting motivation, productivity, and ultimately, the quality of legal services.
Identifying barriers in law firms
Excessive workloads: Unrealistic billable hour requirements or heavy case loads can lead to burnout, making it difficult for lawyers to take pride in their work.
Lack of recognition: If a firm fails to acknowledge the hard work and successes of its people, it will lead to a decline in morale.
Inadequate resources or support: Without the necessary tools, training, and administrative support, legal professionals may struggle to perform to the best of their abilities.
Hierarchical constraints: Overly rigid structures can stifle creativity and initiative, leaving lawyers feeling undervalued and disengaged.
Strategies for removing barriers
Balanced workloads: Law firms should strive for workload management that might sometimes be challenging, yet does not overwhelm. This can be achieved through efficient resource allocation and realistic goal setting.
Recognition and feedback: Regular, meaningful recognition of individual and group' efforts and achievements fosters a sense of accomplishment. Constructive feedback, rather than criticism, can also boost morale while also improving performance.
Adequate resources: Investing in the legal and administrative technologies, ongoing training, and efficient administrative support can empower lawyers to perform at their best.
Autonomy and creativity: Fostering an environment where people have the freedom to approach their work creatively and make certain decisions autonomously can enhance their sense of accountability and pride in their work.
A collaborative culture: A culture that values collaboration over competition can create a more supportive and engaging work environment.
Transparent career pathways: Clear, merit-based pathways for career advancement can motivate people to strive for excellence.
Involving people in decision-making: Encouraging lawyers and staff to contribute ideas and be part of decision-making processes can increase their sense of personal investment in the firm's success.
Long-term implications
By implementing Deming’s Twelfth Point, law firms are not just enhancing their current operational efficiency; they are investing in their long-term success. The legal services industry, with its inherent pressures and complexities, can greatly benefit from fostering an environment where pride in workmanship is a central tenet of the firm’s culture. This approach not only elevates individual performance but also enhances the collective capabilities, professional stature, and business success of the firm.
Our next post: Invest in Professional Development
W. Edwards Deming's Fourteen Points provide a framework for sustained growth, improved quality, and better client service. Their successful implementation will require commitment, leadership, and an ongoing dedication to improvement. The law firms that integrate these principles into their daily operations will be well-positioned for future success in the ever-evolving legal landscape.
To learn more about the Fourteen Points, consult W. Edwards Deming, Out of the Crisis, (Massachusetts Institute of Technology, 1982).
The members of Walker Clark have been guiding law firms, corporate law departments, and other legal services organizations to introduce quality management since the1990s. For more information about how we can help you integrate the Fourteen Points into a strategy for sustainable success in quality management in your organization, contact us at by secure e-mail using the contact buttons at the top or bottom of this page.