The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/230349
LISTEN TO THE RECORDED INTERVIEWS ONLINE: www.iltanet.org/podcasts Can you describe one event in your professional experience that galvanized for you the path you would travel in becoming a leader? Rick Varju: I worked for a small computer company for seven years, and it closed in December 1990. Within a couple of days of what initially seemed like the most unfortunate situation for me, I began getting calls directly from the clients I had been serving for several years. They needed the technical expertise and support that only I could provide them at that time. One of the clients suggested I go into business for myself and even offered to help me get started. Within a month, I was the proud new owner of my own official Subchapter S Corporation, which this client and I ran successfully for over seven years. It was this specific turn of events in my life and professional career that gave me my first real insight and experience into true leadership. It ignited a passion in me unlike anything I had ever experienced before. I was deeply engaged in all aspects of running the business and loved every minute of it. I learned and grew more professionally during that time than at any other time in my career. I wouldn't trade that experience for anything. Mark Thorogood: I had to work on a very large project that forced me to think beyond myself. Previously, I had been kind of an "amplified doer" who didn't focus on other people. Then I realized that when you think beyond yourself you can expand your scope and influence because you're no longer limited by your own individual capacity. You become part of a community in which you support others and they support you. Kim Craig: Early in my 30-year career, I worked in a service department with many peers I'd worked with for a long time. When I was assigned to be the department's official leader, one of my biggest challenges was to become a leader among my peers for whom I had so much respect. One of the toughest aspects was recruiting new employees and raising the bar to improve our service levels and the value we could bring to the firm. This required testing and setting clearly defined expectations and enhanced job descriptions and roles for members within the department. I was met with a fair amount of adversity in that I was asking the team to prove their capabilities. It was a very trying time. Within months of going through that process, I had individuals in the department come thank me for pushing them to become better in their jobs, and they took some of those elements into their personal lives. As tough as it was during the growing process, I knew there was a benefit to really pushing and driving people to be better at what they do. That was a career-changing event for me. If you had to describe your leadership style in one word, what would that be? Mark: The first word that comes to mind is "purpose." In order to be a good leader, you need to want to make a difference and really move the ball down the court. And you have to instill purpose in others to make them good leaders as well. Without that, you don't have focus or galvanizing effect. The second word is "execution." Leadership is not a spectator sport, it's more about doing. Kim: The word I think my team and I would use to define my leadership style is "challenging." I encourage the team never to settle nor rest on their laurels. Challenging them to move beyond what they're comfortable with, pushing for the next level for themselves and for what they can bring to their employment and personal lives is a big focus for me. Rick: I would have to say "perceptive" — having the keenness of insight, understanding, intuition and vision, and having an overall awareness of my surroundings, the needs of my team, my firm's culture and strategy, the legal services industry as a whole and innovative technology trends. We'll give you a little more space now. Please expound on the leadership qualities that resonate with you, and tell us how your actions reflect those qualities. Kim: I think it's important for a leader to be inspirational … to try to inspire people … to have passion and love for what you do. I love my job. Some people have a job and a hobby, and I consider my job my hobby. The most important aspect of what I do as a leader is to be a visionary who recognizes the moment when individual talent, opportunity and desire intersect. You need to recognize how to influence those three elements coming together at the right time to allow people to move up, to push themselves, to create opportunities for the people you see have talent and can change and influence for the better your organization and the people around them. As a leader, you can't wait for that moment — you have to influence it and make those opportunities occur. It's Peer to Peer 103