Leadership

Do the leaders and managers in your firm or practice see themselves as coaches? Here are five strategies to help you make the case for coaching and help your managers improve their coaching abilities. 

If I were to ask you what motivates your team, allow you to answer and then separately ask your team the same question, do you think your answers would match? How well do you think you know what your team really wants?

As a technology provider keen to help more firms integrate technology with their core business strategy, here are five things I’ve learnt from firms who implemented successful strategies in 2018.

Here are three ways you can recognise emerging leaders within your firm.

The age old question asks whether leaders are born or made. And somehow, we never get tired of asking it or seeking the answer. Truth is that perhaps both options are true. In my view most people in leadership positions can develop leadership skills like communication, presence, EQ etc but that won’t always make them leaders.

You have poorly performing or badly-behaved partners dragging the firm down, ‘ruining’ the culture and there is nothing you feel can be, or is being, done to deal with the issues. The ‘wrong’ things are being recognised and remunerated in your firm. Your firm is looking to grow and keeps hiring lateral partners, half of whom leave within two or three years or otherwise stay and exacerbate the other issues already in the firm. Your office premises lease is up for renewal in the next 18 or so months.

Ever since the Great Recession of 2008, many law firms have found themselves needing to make numerous changes in how they practice law so they can best serve their clients. Clients seeking legal counsel today want service that’s faster, easier, and cheaper. As a result, finding ways to strike a consistent balance between efficacy and efficiency is a priority for most law firms.