feature MANAGING PARTNER’S CORNER
Curtin & Heefner: Culture is Key By Frank S. Guarrieri
fter 45 years of practice, all at one firm,
we refer to clients in all correspondence as “our” client instead of “my” client and refer to ourselves as “we” instead of “I.” This also instills in the client the sense that he or she is represented by the whole firm and not just one attorney. This mindset also enables us to place all matters with the attorney most skilled in the relevant practice area and allows for transfer within the department to an attorney with the appropriate experience level to service that client. Since our compensation scheme does not directly award origination, all attorneys readily accept referring “their” client to the appropriate department and attorney.
Curtin & Heefner LLP (“C&H”), and almost 30 years serving as its Managing Partner, I have come to the conclusion that culture is the key underpinning to a successful firm. Culture is often defined as the customs, arts, social instructions and achievements of a particular social group. It is learned, shared, symbolic, integrated, and dynamic. Culture is a broad concept that encompasses many important aspects of human life but generally the main characteristics are the beliefs, behaviors, material objects, and values shared by a group of people. Culture is not thought of as inherited or innate; culture is learned through experience. Culture includes how people behave, and most behaviors are learned from others. One of the first behaviors I learned as a child, and which was reinforced at C&H, is to treat others as you want to be treated, whether it is a fellow attorney, a clerical co-worker or the cleaning staff. This mutual respect is cultivated by example and by corrective instruction when needed. Another learned behavior is that of hard work and a vigorous work ethic. We strive to get the most out of everyone’s potential while at the same time seeking a work-life balance. We seek to be hard working but not a sweat shop. We once received a Bucks County Herald award for being the “Most Family-Friendly Firm.” Although we take pride in that award, I often quip that what it really means is that we close the office after the first snowflake falls!
Compensation can be a divisive issue in a law firm but the key to keeping this issue at bay is for all parties to agree with the adopted compensation scheme, no matter what it is. I have learned over the years that almost no two firms handle compensation exactly the same but if all partners at a given firm “buy-in” to and share the principles that undergird the adopted scheme, all will accept the results come what may. Culture also uses symbols, and the members of a culture understand the meanings of their shared symbols. At C&H, we venerate our founders and proudly display their photos prominently and publish their resumes in our written material and website. The firm is in its 93rd year and I often quip that “The first 100 years are the toughest!” Speaking of time, we have a tradition at C&H of recognizing long-tenured employees (5, 10, 15, 20+ years) with a gift at the year-end holidays. I am always heartened and proud of the number of 20, 25 and even 35+ year acknowledgments we bestow at that time.
Culture is shared by members of a group. Producing “first-quality” work has always been the main shared goal at C&H. In that regard, we have found that structuring the firm in departments of specialized practice areas enables us to be more efficient and more competitive and of greater value to our clients. We also look at all clients as clients of the firm and not of an individual attorney, even if the only reason that client is at C&H is that individual attorney. To foster this mindset,
Culture is also composed of integrated, connected elements. If you develop policies regarding case intake, time entries, conflict checks or even meeting attendance, billable hours and dollar goals, firm management must lead by example. “Do as I say and not as I do” never 20