With the publication of the 2004 AmLaw 100 this week comes the inevitable
desire for prognostications about the future. The American Lawyer
has
obliged with a piece predicting, among other things:
- increasing pressure for "strong on strong" mergers (Wilmer-Cutler/Hale
& Dorr and the rumored Coudert/Squire-Sanders, for example); - approaching and backing off from resistance at the magic $1,000/hour
billing rate (a psychological barrier but not an economic one, in my
opinion); - the increasing visibility and importance of practice group leaders,
as the fundamental connection between a firm’s strategic management
objectives and their implementation; and lastly - the importance of "people skills."
"People skills" is one of those phrases, like "pro-active" or "[I have
some] concerns" that puts my BS detectors on stun, but the author of
the article wasn’t trying to be articulate, he was only trying to say
lawyers aren’t generally good at something (to wit, massaging expectations
of clients, those you report to and those who report to you). I
agree, and I also agree that cultivation of that human ability is paramount
to succeeding exceptionally, not just moderately. Easier said than
done.
