Cover Story
Legal opinions
How Gary Sasso gets everybody involved in Carlton Fields’ growth strategy by seeking employee input
By Brian Horn
Smart Business Tampa Bay | August 2008
Page 1 of 3
When Gary L. Sasso became president and CEO of Carlton
Fields P.A. in February 2006, he learned a quick lesson in his first
few months leading the law firm.
“When I started this job, there were a couple of occasions
where I expected my colleagues to rally around an idea I had
based simply on the elegance of the idea without really taking the
time or the trouble to walk them through all the steps that it took
me to get there,” says Sasso, who has been with Carlton Fields
P.A. since 1987. “I had a wake-up call that people weren’t simply
going to love the idea because I thought it was a great idea.”
Sasso learned to involve people sooner in a discussion, and then
broaden that circle, if necessary.
“Because, even if it’s a great idea, particularly lawyers have a lot of
skepticism about any idea,” he says. “You have to take some time and
trouble to make sure people have all the facts so they understand the
necessity for perhaps a change and come to some agreement that this
strategy is a good one.”
Yet, in order to get honest opinions out of his employees from these
discussions, Sasso needs to create an open environment and does
that by setting the tone with his actions.
“I really don’t ask people to let their guard down,” he says. “What I
do is I let my guard down. I’m very open with people, and I tell them
what’s on my mind. I give them the facts, and I hope they will respond
in kind, but I don’t ask people to trust me because I don’t feel I could
ask people to do that. I feel I have to earn it. I think I can earn it by
showing them that I am treating them with that same respect.”
Sasso suggests starting small to develop a comfort level with sharing information that will eventually build up trust and respect.
“I would say, first, try it out on a close circle of confidants in the
firm,” he says. “Try it out with people you feel comfortable with or that
you trust, and see how it is, see how it feels. Then extend that circle
until eventually you include everyone in the organization.”
Since becoming president and CEO, the company has grown in both
revenue and employee numbers. The firm increased from 575 employees at the end of 2006 to 594 at the end of 2007 and 612 as of April of this
year. Revenue jumped from approximately $109 million in 2006 to more
than $125 million 2007.
Sasso says he couldn’t delegate or lead change without letting his
guard down and hearing other’s opinions.
“I just couldn’t do this job any other way,” he says. “Again, it’s a matter of making the decision that I make better decisions because I am
getting better input. It’s also a matter of making sure that people are
behind those decisions and will execute, that we’re rowing together
as a firm, and I’m not out there rowing by myself. We’re not going to
get very far if I’m rowing myself. I think that’s crucial for me and that’s
crucial for the firm.”
Here’s how Sasso used the ability to let his guard down to maximize
delegation and lead change.
