Part 1 - Thoughts on Why you should never try to "Persuade" your Lawyers

Herding Cats – Desirable and Undesirable lawyer traits

The insights in this article by Dr Larry Richard are simply too good to drive by without a deep dive. The underlying traits were published in 2002 “Herding Cats: The Lawyer Personality Revealed”. I may have first stumbled on them in 2008. Here is Part 1 of a 3-part supporting analysis and experience. (That is a flattering description, it may just be an unsolicited fan post. I leave you to judge.)

In this Part 1, I provide an acronym for the underlying lawyer traits in decreasing order of desirability.

The percentages from the study indicate where, on average, lawyers sit, in terms of percentile of the population in terms of specified traits relative to the general population (which is at 50%). As I understand, the research and traits remain consistent since then, except that (low) Empathy, reached outlier status (below 40%) more recently, a worrying trend.

AS A USER of lawyers (btw, I am one and for over 20 years, I have labored with them, trained them, watched others manage them, and attempted to lead them) here is a recap of lawyer characteristics. I have arranged them below in order of desirable to non-desirable traits, forming a handy acronym that I hope helps you, AS A USER of lawyers, to remember and engage with the insight.

A brief explanation for what I call Desirable vs. Undesirable traits.

·    Abstract reasoning (High) is a positive ability for any person to possess.

·    Scepticism (High) is what makes lawyers, lawyer-like and helps them e.g., spot issues. We cannot expect them to shed it and be lawyers. (At best, learn to suspend it as required.)

·    Autonomy (High) has positive and negative implications on lawyer performance, and so does…

·    Urgency (High), but we can cope and manage around them given their value.

·    Sociability (Low), I understand does not mean general shyness or lack of social skills but a reluctance to initiate new close relationships, which poses major challenges but is bearable.

·    Empathy (Low) makes lawyers significantly worse at their profession and even more so, perhaps...

·    Resilience (Low) especially in terms of the profession’s evolving needs i.e., greater collaboration but are still a big part of who they are. Hence their position at the bottom of my desirability list.

In Part 2, I encourage you to consider whether you lead lawyers consistent with the science, in contrast with, what I describe as, the dominant prevailing model.