Team play is one of the most important skills for success as a legal manager today. The practice of law has become a global, collaborative endeavor, requiring the knowledge of experts in a wide range of disciplines and backgrounds to work together, not only in person, but on the phone and via the Internet. This demands significant amounts of flexibility and cooperation from everyone working in an office or on a dedicated project team.

As a legal manager, it's critical to instill a spirit of team play throughout your organization. Attorneys as well as other legal professionals operate in a fast-paced, pressure-filled environment. Your ability to smoothly integrate operations in your office can add tremendous value to the service your firm provides its clients. It's also vital that you serve as an example and provide direction to other legal staff who may not be aware of every nuance in your office procedures. A few practical pointers follow on how to effectively build team play in your firm.

Demonstrate Enthusiasm and Excellence
One of the primary objectives in your job is to create an office climate where attorneys are supported and are able to focus their time on client-related issues. The last thing a partner or senior associate wants is to become bogged down in administrative matters. The more enthusiasm you bring to the office each day, the more likely the attorneys and legal assistants you work with will be grateful for your skill and positive influence in making their jobs easier.

However, what your managing partner and the other attorneys are looking for is not just routine job performance, but your eagerness to excel regardless of the task. Whether it's purchasing new office equipment, investigating new office space or resolving a personnel conflict, an energetic approach will go a long way toward increasing your value as a team player. In addition, your enthusiasm will help instill that same energy in staff throughout the firm. Devotion to work is contagious – by observing your actions and upbeat attitude, your legal personnel will develop the same approach in their own jobs.

Share Credit for Success and Take Responsibility for Problems
Given the collaborative nature of law, credit for successes should go to the team rather than individuals. Few occurrences are more disruptive to group productivity than when an employee seeks personal credit for an accomplishment that was earned by the efforts of many hard-working people. When exceptional results occur, recognize the contributions of as many individuals as possible, both in writing and in person. Legal staff will learn from this and use your example to promote a spirit of positive teamwork within their workgroups.

When mistakes are made by you or others, be forthcoming and honest in addressing them. On those occasions when your quality standards are not met, talk to the appropriate people with the objective of enhancing performance. Avoid criticizing one staff member in front of others. Share your input face-to-face, emphasizing the individual's positive attributes but also discussing what can be done to improve the work.

Finally, urge everyone to share their ideas and concerns. When employees feel a sense of responsibility and ownership in an activity, their productivity soars, as does their sense of contributing to the team.

Forge Open Communication
Team play calls for frequent and extensive communication. It is critical for you to clearly convey your expectations to team members. You are ultimately responsible for obtaining first-rate work from your staff – when issuing assignments, ensure that your team is fully aware of the standards of quality expected.

Also important is apprising your managing attorney and, as necessary, the firm's associates on counsel of the status of various projects. While you may feel tempted to draft extensive reports that detail your progress on a wide range of projects, it is often best to issue concise notes or e-mails. However, check with those to whom you must report to determine their preferences for being updated on key matters.

Be Flexible
Team players are ready to provide assistance on a moment's notice. It is incumbent upon you to adopt this mindset and have others in your firm do the same. Unanticipated situations occur continually in the legal profession, and while you may not be involved every time, the more flexible you and your team are when these sudden demands surface, the more you will serve as effective team players.

When these situations occur, focus on solutions rather than problems. Determine what staffing may be required and who on your team can provide support. Certain occasions may call for the use of temporary professionals who can step in to handle work overloads or lend specialized expertise to a specific activity.

Work Hard
Working hard is as simple as it sounds. The firm you work for hired you because it believes you can provide value. In exchange for a compensation package (salary, benefits, etc.), you've agreed to dedicate yourself to fulfilling that potential.

To succeed as a team player, take this agreement seriously, and ensure that your staff does the same. This includes working the hours necessary to deliver high-quality results, arriving at the office early, staying late and possibly working on weekends, as needed.

Remember, your actions have a direct impact on your firm and its long-term success. The better you are at being a team player, the more likely you are to nurture a productive legal staff and office environment.