"New Work"

We Live New Work — and Have Left Old Law Firm Hierarchies Behind

Dr. Alexander Bartz · vangard | Littler

New Work is the topic of the hour and is becoming increasingly important, especially in the COVID era. vangard | Littler shows that future working models also work in law firms, where old hierarchies and mandatory presence are a thing of the past. The legal world is in transition, yet law firms are still struggling with New Work. Dr. Alexander Bartz knows why and reveals how it works nonetheless.

“If law firms want to remain future-proof, the work culture must change,” says Dr. Alexander Bartz, Partner at vangard | Littler. “It’s not enough to talk about New Work; it must be lived.”

The focus of the New Work concept is on flexibility, freedom, and greater independence. In practice, this can mean location-independent work or a value-based corporate orientation. “Law firms are particularly rigid and antiquated in their structures and hierarchies. Even simple things like working from home are considered modern here, and then only for lawyers,” says Bartz. “That’s why New Work doesn’t happen in 95 percent of all law firms in Germany.” One exception is vangard | Littler.

Hierarchy Broken Down — Everyone is a Vangardist

“First, we broke down the traditional law firm hierarchy, which creates a two-class society: legal professionals aka fee-earners on one side, and other employees, so-called fee-burners, on the other,” says Alexander Bartz. “There is an incredibly strong judgment in this. We didn’t want that anymore. We are a team in which everyone has a voice and takes on the same responsibility. With us, everyone contributes to value creation. Everyone is a vangardist, whether they are a lawyer or not.” Equal working – a supposed matter of course that is revolutionary for a law firm.

Furthermore, vangard | Littler has said goodbye to the rigid billable hours model, fixed working hours, and mandatory presence. “Everyone, whether a working student, assistant, or senior partner, can work from home and they do. Everyone is on a first-name basis and there are no dress codes,” says Bartz. “Added to this is our mission statement: personal responsibility and entrepreneurial co-responsibility shape our collaboration.” An approach that also proved its worth during the Corona crisis: “We entered this period without much friction, as we had already integrated mobile work and the team takes projects into their own hands,” says the lawyer.

From Theory to Practice

“Establishing a new culture is challenging and takes time. The key: communication and openness.”

But how do you transfer New Work from theory to practice? “Anchoring a new culture in people’s minds was very challenging,” says Bartz. “The keys are communication, openness, and appreciation. It is important to listen to everyone, take problems seriously, and give every argument – no matter who it comes from – the same weight. This creates trust.” The first step was to give all employees the opportunity to meet each other at eye level. “Then you see where potential lies and where it might no longer fit. Not everyone feels comfortable in the new model. Unfortunately, you lose those people,” Bartz knows. “That is sometimes sad, but consistent if you really want to implement the new vision.”

The partner is pleased with the new team spirit in the law firm but doesn’t want to sugarcoat anything: “It took time to get there. The period was also frustrating at times. But we stuck with it and today we work together much more motivated.”

Clients Feel the Difference

“Our clients also feel the difference and perceive their contacts as a unified team.”

Within the team, Bartz observes that conflicts are resolved faster and mutual understanding has grown. “If someone is under pressure privately, the team provides backup and pitches in. That was a real wow moment for me.” Naturally, clients also feel the change: “Especially those who live a similar work culture think it’s great,” says Bartz. “The reduction of hierarchy is showing results: Our clients perceive the teams responsible for them as a unit. They know they can turn to different contacts with inquiries and that problems will be solved quickly and competently. Thus, even an assistant is a fixed part of the team in the external perception.”

The lawyer is convinced that the vangard approach is the model of the future: “Only in this way can we attract and also retain employees and clients in the future.”

The Fear of Change

“The old law firm forces are hard to overcome. The fear of change is also linked to the primacy of ever-increasing profits.”

Nevertheless: Most law firms remain stuck in their structures. “The old forces are hard to overcome. The traditional self-image of the proud legal profession also plays a role,” says Bartz. “Additionally, the primacy of numbers applies in law firms: key figures are decisive, profit must steadily increase. Accordingly, the fear of change is great, as it carries the risk that profits will fall or one will drop in the rankings.”

He pleads for overcoming this fear – even if the transition phase to New Work could temporarily reduce profitability. “If financial success is primarily linked to employees working as long as possible and generating billable hours, that is of course a conflict of interest. But we want our team to also have time for non-legal projects. With us, no one is praised for working until late at night if it’s not necessary. Everyone should feel comfortable.”

New Work – for Bartz, that also means the compatibility of professional and private life. “Accordingly, the private must first catch up with the professional in law firms in terms of values. Only then can New Work function,” he knows.

Purpose Building: More Than Marketing

“Purpose building is important, but it is hardly lived and functions more as a marketing coat of paint.”

Even when it comes to purpose building, law firms lag behind modern companies: “The topic is very important, because today people ask themselves what the meaning of their work is. Money is no longer a sufficient answer. All employees, not just the lawyers, must be able to believe in a corporate purpose,” says Alexander Bartz.

vangard | Littler formulates its corporate purpose as follows: As ONE team, we live diversity and freedom. Bartz adds: “We cannot simply order this purpose, of course. It must come from the team.” The lawyer hopes that law firms recognize how important a corporate purpose is to attract the right people in the future. “The purpose shows what a law firm does for society. And that must go beyond pure client interest and making money.”

Dr. Alexander Bartz — vangard | Littler law firm. This text was first published in the online magazine Lawyers Magazin and was kindly provided by the law firm vangard | Littler, which has already been successfully using our law firm management software timeSensor LEGAL for seven years.