Why “Good People” Still Struggle in Poorly Designed Law Firm Roles
Law firms are full of good people.
Smart attorneys.
Capable paralegals.
Reliable admin staff.
Yet many firms quietly struggle with the same frustration:
“We have great people… but performance is inconsistent.”
That disconnect isn’t a mystery.
And it usually isn’t a motivation problem.
It’s a role design problem.
Talent Doesn’t Fix Structural Ambiguity
When performance dips, firms often assume:
the hire wasn’t right
expectations weren’t clear enough
the person needs more coaching
the person just “isn’t a fit”
Sometimes that’s true.
But more often, the issue is simpler — and harder to see:
The role itself is poorly designed.
Strong people can’t perform consistently inside vague, overloaded, or constantly shifting roles.
What Poorly Designed Roles Look Like in Practice
In many law firms, roles struggle because:
responsibilities are broad but undefined
priorities change week to week
success isn’t clearly measurable
decision authority is implied, not stated
work crosses multiple functions without ownership
escalation paths aren’t clear
From the outside, the role looks “flexible.”
From the inside, it feels unstable.
Why High Performers Struggle the Most
Ironically, strong performers often feel this pain more acutely.
They:
take on extra work without clarity
fill gaps because “someone has to”
absorb ambiguity to keep things moving
hesitate to push back without authority
Over time:
their workload expands
their focus fractures
their performance looks inconsistent
frustration grows
And leadership misreads the signal as a people issue.
This Is the Same Pattern That Breaks Delegation
You can learn more about this issue in our previous blog here: Delegation Isn’t the Problem — Delegation Structure Is.
Delegation fails when:
ownership isn’t clear
authority isn’t protected
expectations are subjective
Role performance fails for the same reason.
You can’t delegate — or perform — inside ambiguity and expect consistency.
“Wearing Multiple Hats” Has a Cost
Many firms justify role ambiguity with:
“We’re lean.”
“Everyone has to pitch in.”
“That’s just how growing firms work.”
Flexibility is normal in early stages.
But as firms grow, unstructured flexibility becomes expensive.
Because when everyone owns a little of everything:
no one owns outcomes
priorities compete
accountability blurs
performance becomes situational
The firm becomes dependent on individual heroics instead of reliable execution.
What Clear Role Design Actually Requires
Well-designed roles aren’t rigid.
They’re clear.
Clarity means:
defined outcomes (not just tasks)
explicit decision rights
priority hierarchy (what matters most)
clear handoffs between roles
known escalation paths
objective success measures
This doesn’t limit initiative.
It focuses it.
Why Firms Avoid Tightening Roles
Many firms resist clearer role design because they worry it will:
reduce flexibility
slow decision-making
feel “corporate”
create friction
In reality, the opposite happens.
When roles are clear:
decisions speed up
accountability improves
stress drops
performance stabilizes
leadership stops micromanaging
Ambiguity creates friction — not structure.
How COOs Fix Role Clarity Without Bureaucracy
Operational leaders don’t “box people in.”
They:
define outcomes instead of micromanaging tasks
align authority with responsibility
remove overlapping ownership
clarify priorities before conflict arises
ensure roles match firm strategy
This turns performance into something predictable — not personality-dependent.
When Performance Improves Without Replacing People
One of the most telling shifts firms experience after clarifying roles:
Performance improves without changing the team.
The same people suddenly:
execute more confidently
make better decisions
require less oversight
feel less burned out
Because the system finally supports them.
The Real Question Firms Should Ask
Instead of asking:
“Why isn’t this person performing?”
Firms should ask:
Is this role designed for success?
Are outcomes clear?
Is authority aligned with responsibility?
Are priorities stable?
If those answers are fuzzy, performance will be too.
If your firm has good people but inconsistent performance, the issue may not be talent — it may be role design.
I help law firms clarify roles, ownership, and authority so strong people can actually perform at their best — without burnout or constant course correction.