Executive Highlight: Raymond Carrero, P.A., Attorney at The Law Firm of Raymond Carrero, P.A., Miami, Florida
Daily Job Requirements and Change
- Please, tell me about what a regular day is like in your particular work setting?
A regular work day in my practice usually involves достопримечательности Вологды multiple appointment obligations in various different settings. This includes attending court hearings, client meetings, mediation and/or business networking meetings. Typically, I have a great deal of personal contact with my clients on a daily basis as I make it a point to be accessible. Also, I generally have multiple deadlines, thus I spend a great deal of time prioritizing projects and doing the technical work that my business requires incrementally.
- In this South Florida setting, considering the fine mixture of cultures and nationalities, what have you found to be most challenging with regards to the work you do?
The biggest challenge I have in this South Florida setting with respect to the mixture of cultures is making foreign nationals and immigrants feel as if they have a voice within our legal system. Many people of different cultures come from different political systems where individual rights vary depending on class structure. Thus, it is difficult to convey that the American legal system operates in a “blind justice”, adversarial manner. This is often a foreign concept to people that were not raised in the U.S.
- How have you managed to remain successful in light of the changing economy and the housing crisis- particularly in the South Florida area?
For real estate attorneys, myself included, it has become very important to diversify the practice. That is, the focus has changed from that of a primarily transactional firm, to a focus on resolving disputes through litigation or alternative dispute resolution. We’ve moved away from title and closing work and have shifted to representing clients in court. This has proven to be a lucrative business strategy.
- How have you managed to remain one-step ahead of your direct competition?
I am a firm believer that if business begins to slow, a business’ focus needs to shift more toward marketing, networking and implementing systems that make the business run more efficiently. Oddly enough, these are the areas where businesses tend to cut their budgets when business slows; I employ the opposite strategy. I believe the old adage is: “You should buy when everyone else is selling.”
- As an Attorney and business owner, how do you manage the impact of these dynamic circumstances on your daily business operations?
We cannot control many of the variables that impact our business. However, we can adapt to our environment. So, I think the best way to manage dynamic circumstances is by amending my daily business operations. Although I think that every business, no matter how small, should have a standard operating procedures manual, it should not be so rigid that it does not allow for adaptation. Refining the most basic daily operations, such as how to answer the phone–for example, can make all the difference.
- Overall, what is most challenging for you, as a business owner, in the legal setting?
Managing my time is the most challenging for me as a business owner in the legal setting because of the multiple deadlines and the fact that I am responsible for doing most of the technical work.
Human Capital
- Setting aside some of the most commonly desired traits employers usually look for when hiring employees, such as adequate communication skills, professionalism, stated skill set, and the like, what could you identify as the top two most important qualities in a job applicant that you believe would lead your firm to a successful future?
1. Attention to Detail. I cannot overstate the importance of being detail oriented. This is difficult to do sometimes with a boutique law practice as most of the cases are very similar factually. This causes them to “run together” in your mind after a while. But because no two cases are identical, it is important to pay attention to the seemingly small nuances case-by-case.
2. Being Organized. It is very easy to be overwhelmed if you are not organized. This means everything from the scheduling of appointments to managing and organizing a file.
- What are the “convincing factors” that would make you comfortable with a new hire?
I must be convinced that a new hire is committed to the job they have taken. It is difficult to define how I would be convinced of this, but somehow the new hire must demonstrate their level of commitment and dedication to the company.
- After working with new hires or associates, what have you discovered are not qualities you would desire in an employee or associate?
Everyone makes mistakes and thus mistakes are acceptable. However, making the same mistake on a repeated basis is unacceptable. Once an employee makes an error and that employee is trained on how to correct and avoid such a mistake, the error should never be repeated. The constant repetition of the same error is not a quality I would desire in an employee or associate.
Leadership
- How would you describe yourself as a leader and what traits do you think are necessary for a leader to possess?
I once believed in delegating work to those capable of doing the work. However, I am learning that this is not always the best strategy. The better strategy seems to be micromanaging employees to some degree. I don’t believe in standing over someone’s shoulder (I believe that this does more harm than good). However, there must be a system for auditing employees’ work. In short: As a leader, I am “hands off”; the traits necessary for a leader include a system of checks that ensure that delegated work is done and that it is done properly.
- What has been your most challenging leadership decision in the past year?
My most challenging leadership decision has been whether or not to hire an assistant and whether that assistant should be a full time employee or a party time employee.
- Who has been your biggest influence with regards to leadership? Why?
My biggest influence with regards to leadership was my first employer as a lawyer. He gave me a considerable amount of guidance and mentorship and his influence stays with me today. I believe his influence as a leader is generally positive. However, there are certain leadership traits that must be learned on my own.
Productivity
- Do you hold yourself to a productivity requirement? If so, can you describe the nature of it?
I have a minimum requirement for new business. It’s nature is in bringing in new clientele on a monthly basis. I am currently shifting this productivity requirement from a focus on volume to a larger focus on “dollars earned per client.”
- Do you expect your employees or fellow associates to produce or meet a benchmark on a daily, weekly, or monthly basis?
No. My employees generally do clerical work as I do much of the technical work myself. However, this question has made me rethink how I view the staff’s productivity. A benchmark for the staff may be more difficult to define, but it can and must be done.
- What strategies do you employ to assist your employees and/or associates in meeting any productivity benchmarks?
The creation and constant refining of a standard operating procedures manual is most important to assisting employees in meeting productivity benchmarks. If designed correctly, it will provide solutions to any and all circumstances that may present themselves on a day-to-day basis.
- How would you say you influence your employees and/or associates to be productive…to lead your firm to a successful future?
One idea that was brought to my attention recently was an incentive program. In addition to standard compensation, rewarding employees for their productivity motivates employees and influences employees to be productive.
- What leadership strategies have you found are not successful for you in your line of work? Why?
Delegating work to employees without auditing the work is not a successful strategy. Accountability is the key to making sure that the work gets done correctly and completely.
Final Thoughts
- If you could offer one solid piece of advice to other leaders in your community, what would it be? Why?
Know your audience. Different people respond to different motivators and there is no one leadership tactic that will be universally accepted. So, you must know who you are leading and what their motive power is. A carrot may work with one employee and a stick may work with another. It is important to see what works and use it accordingly.
Thank you Raymond Carrero, your insights are very much appreciated!