Looking for a Better Carrot
Compensation is a traditional “carrot” in the “carrot and stick” approach that many law firms use to motivate their partners’ financial performance. Increasingly, law firms are discovering that an “eat what you kill” (EWYK) compensation plan, in which a partner’s remuneration is determined entirely or predominantly one’s own fee production, is no more motivating than a cup of espresso coffee. It creates a buzz that lasts a little while and then quickly wears off.
This is why traditional “carrot and stick” thinking about partner compensation seldom produces long-term results in law firms. Some partners are not especially attracted by the taste of the carrot, and most of them learned long ago not to fear the stick.
“Eat what you kill” is not all bad
“Eat what you kill” compensation systems do have some good points. For example:
Bad table manners and indigestion
“Eat what you kill” can weaken, rather than nourish, a partnership, especially when there is not enough of the “kill” left over to invest in sustainable long-term growth of the firm. While stimulating short-term effort, EWYK can produce long-range financial “indigestion,” especially in small and mid-size law firms. In my 20 years’ experience advising law firms on partner remuneration and performance, I have observed four unintended effects of EWYK systems that, unless managed carefully, can wipe out the beneficial aspects of EWYK and, in some cases, actually weaken the firm’s financial performance, rather than improve it.
How to reward performance without jeopardizing the firm
One alternative is simply not to make individual financial performance an element of a partner’s compensation. Some law firm partnerships really do believe that “a rising tide lifts all ships,” at least for them. These partnerships recognize the value of long-term, often intangible, contributions by partners to the overall value of the firm. Therefore, they can function very well with status-based structures, in which seniority or equity determines one’s compensation, or the profits are distributed equally among all partners or all partners within a class. When a partner fails to meet expectations, these firms investigate the problem and find solutions promptly.
Although status-based systems still are attractive to some lawyers, most law firm partnerships today believe that they need at least some tangible recognition of individual financial performance. As a result, I have observed a migration, subtle in some instances, from status-based systems, such as lockstep or equal distribution, to hybrid systems that include both status and performance and, the partners hope, the most important benefits of each one. (At the same time, I have observed a smaller migration in the other direction, from purely performance-based systems to ones with a stronger lockstep or status-based component).
Two examples of these “hybrid” compensation systems are:
The universal truth about partner compensation…
…is that there is no universal truth. Any partner compensation system can succeed brilliantly or fail miserably. It can make a law firm stronger or break it apart. It all depends on the unique set of objectives, expectations, and values that describe each partnership.
Performance-based compensation is possible without falling prey to the “bad table manners” of an “eat what you kill” system. This is not to say that EWYK has no place in partner compensation in some law firms. To some extent, all law firm partners are dependent on each year’s “hunting,” even in a purely status-based system. Moreover, even with its many risks, an EWYK works very well for some types of law firms.
Whether a particular compensation system – status-based, EWYK, or something in-between –is best for any particular law firm is the result of three practical, uniquely firm-specific, considerations:
Without the first two elements, there won’t be a law firm. Without the last one, there won’t be any partners.
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