Summary: In this episode of the Trial Lawyer Nation podcast, Michael sits down with his Director of Marketing and Business Development, Delisi Friday, to discuss how they built their leadership team.<br> The episode begins with a look at how the leadership team started. Michael shares how it started like many of his business decisions, based on a concept from Patrick Lencioni. He started by having regular meetings with his partners, but quickly noticed the flaws in that system – 3 lawyers were making decisions for everybody at the firm, without any input from the non-lawyer leaders who had “boots on the ground.” He found that decisions were being made with old or incomplete information and decided to include Delisi and Teresa (the firm operations manager) on the team.<br> “Lawyers don’t have a monopoly on good ideas.” – Michael Cowen<br> Delisi shares why she loves being on the leadership team. Not only does she provide a valuable and unique perspective in the decision making process, but being privy to the firm’s finances and operations has helped her do her own job better. Michael also adds that many team members feel more comfortable going to Delisi or Teresa with problems than they would feel going to him or the other partners.<br> “It’s uncomfortable to come to the person who signs your paycheck and tell them something that’s not favorable.” – Delisi Friday<br> Michael then goes into detail on how they formed the team and what they did. He explains that the foundation for any good leadership team (and a common theme in this episode) is trust. Building that trust has taken time, but he noticed that trust grew rapidly once the leadership team spent two days answering just five questions about the business. This is where their core values were decided, which form the basis for every decision made. If something doesn’t fit in those core values, everybody on the leadership team feels comfortable calling that out and vocalizing their disagreement.<br> “The debate needs to happen, and it takes a lot of trust to say, ‘Michael Cowen, I don’t think that’s a good idea and here’s why.’” – Michael Cowen<br> After a brief discussion on how they measure success in different areas of the firm and how they use those metrics in lieu of a prepared agenda for their weekly meetings, Michael and Delisi continue to talk about trust, conflict, and decision making in their leadership team.<br> Michael shares why it’s important for leadership team members to know if he says something critical about them, it’s coming from a good place rather than trying to put them down – and this vulnerability-based trust is really hard to develop. Delisi agrees and reveals she can take things personally and has had learn to be in the right mindset going into these meetings. And while most of their decisions are a consensus, not all are, giving the recent example of a vaccine mandate at the firm, which they decided against after a lengthy and heated debate. The most important thing, Michael says, is that everybody feels heard and the team is respectful of one another.<br> “It’s a beautiful thing to see in a business, and I also think it makes us a healthy business.” – Delisi Friday<br> After sharing how to look for disagreement in facial expressions and body language when it’s not being vocalized, with Delisi sharing an interesting comparison of this and voir dire, Michael opens up about how it isn’t unnatural for him to have uncomfortable conversations. But as he’s gotten better at having them at work, he’s also grown more comfortable having them with his family at home.<br> “It’s a skill that we have to develop, like anything else. And it’s a skill that really pays dividends.” – Michael Cowen<br> One of the most uncomfortable conversations for him was that of the firm’s finances, which he now shares the details of with his entire leadership team. At first, Michael shares, he was worried that they would panic and leave because of the...
