Inside the Lawyer’s Mind Part 6 (Conclusion): Managing Our Traits
We have seen in this 6-part series that we, as lawyers, exhibit a number of traits that help us in the practice of law but hurt us in the management and business of a law firm. Lawyers tend to score high on measurements of skepticism, autonomy, and urgency, while scoring low on measurements of sociability and resilience. Taken together, we face an uphill battle to keep turnover low, keep colleagues happy, and maintain civility across the profession.
I spoke with consultant and lawyerbrainblog.com blogger Dr. Larry Richard, who provided strategies to manage or overcome these problems in his LAWPRO article. Dr. Richard pointed out that personality traits are expressions of preference. As such, we are not stuck with our personality traits forever. We can learn to manage our strongest preferences by toning them down.
The best strategy is to become aware of the thought that leads to action. For example, if upon being criticized your first thought is to defend yourself because you feel you are under attack, change that thought to understanding the content of the criticism instead. This in turn stimulates a neutral or better feeling, which leads to better behaviour. This sequence is called cognitive-behavioural therapy (“CBT”). Mindfulness strategist and lawyer Jeena Cho discusses in this article about how CBT helped her deal with anxiety. It is a strategy which can help you make a positive change in yourself, whether it’s a personality trait you want to change or breaking a mental barrier that’s holding you back.
A second strategy is to put in place an approach to hiring that provides opportunities for diverse candidates. Dr. Richard notes that “a diverse firm with a culture that truly values diversity will provide a greater competitive advantage than a firm filled with one basic personality style.” This ensures that your law firm will not be plagued by skepticism, autonomy, urgency, unsociability and inflexibility.
Finally, it helps simply to identify in others that their behaviours may well be personality traits. Simply knowing that “this is who they are” can be helpful to feel empathy and establish civility. It is easier to be forgiving when we know it is not personal and not our fault.
See the other posts in this series:
- The Average Lawyer Is 90% More Skeptical Than Everyone Else: what this means for your clients, your colleagues, and your firm.
- Inside the Lawyer’s Mind Part 2: Autonomy
- Inside the Lawyer’s Mind Part 3: Urgency
- Inside the Lawyer’s Mind Part 4: Sociability
- Inside the Lawyer’s Mind Part 5: Resilience
- Inside the Lawyer’s Mind Part 6: Managing Our Traits