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COACHING FOR LAWYERS: TRANSFORMING EMOTION TO ENERGY IN MOTION
By Bithika Anand | Jun 15, 2021
World over, one-to-one coaching is a highly effective method used for achieving better performance. While coaching has been an extremely popular concept across the globe, in India coaching for lawyers has started to gain importance over the last few years. Keeping in mind this recent growth of coaching for lawyers in India, this article aims to discuss how coaching for lawyers can be a catalyst to their growth and evolution through the stages of career transition while also promoting workplace confidence, wellness, resilience, and mental strength.
Results of the 2020/2021 Edge International Global Remote Working Survey Part 1: The Data
By Jonathan Middleburgh | May 18, 2021
I am delighted to publish the results of the Edge International 2020/2021 Global Remote Working Survey. This is the first part of a two-part review of the results. In this part I am sharing the results. In the second part, I – together with Gerry Riskin – will be suggesting some practical conclusions that can be drawn from the results, which should inform how leaders manage remote working post-pandemic.
A Talent Take on Law Firm Rankings
By David Cruickshank | Apr 21, 2021
American Lawyer Top 100 rankings are announced. Headlines like “30% Profit Increase at Firm Despite Pandemic” appear. And “rumored expensive deals” for lateral partners get favorable attention for the acquiring firm. This drumbeat from the legal press about “top firms” is supposedly a proxy for excellence in law firms, law practices and excellent individual talent. But are these the best measures to help a client or a job-hunting professional decide to choose a “top” firm?
Four ways to Ensure Success in Hiring New Partners
By Nick Jarrett-Kerr | Mar 31, 2021
Lateral hiring in professional service firms has an uneven track record. Statistics consistently show that hiring a ready-made partner from another firm often results in disappointment both for the firm hiring them and in terms of the new partner’s own expectations.
Move the Goalposts and Make Prospect Risk Aversion Your Friend
By Mike White | Mar 23, 2021
Whether you’re a strategy consulting firm or a law firm, “difference in kind” persuasion requires big “goalpost moving”- you’re going to need to get prospects to look at their problem and the opportunity fundamentally different from the way they are likely looking at it when they present it to you. If you “move the goalposts” you win; if you allow them to lazily accept the framing they brought with them before talking to consultants you likely won’t win.
Leadership: Agility in the Face of Fragility
By Gerry Riskin | Mar 17, 2021
Leaders who ignore the fragility of themselves and those with whom they interact may soon realize that complacency leads to anxiety or panic.
Resolving Conflict: Trouble at the Top and Why it’s sometimes best to part company
By Jonathan Middleburgh | Mar 9, 2021
I have written previously (in an article in the Edge Communiqué entitled ‘Law Firm Armaggedon: How a major Law Firm nearly imploded and how the conflict was resolved’) about how the survival of law firms sometimes requires the capacity to resolve senior-level conflict. In that article I shared the story of one such conflict and how it was resolved through a long and difficult resolution process.
New Partner Development: Three Common Mistakes
By David Cruickshank | Mar 3, 2021
In the first two months of the year, your firm admitted a new class of partners. You’re confident that they are the “right stuff” for the firm. They are productive, knowledgeable associates who can produce revenue at partner rates right away. But are they ready to be owners? Unless your firm has a robust new partner development program, the answer is “We hope so” at the very best.
THE CHALLENGE OF COLLABORATION
By Leon Sacks | Feb 24, 2021
Clients are facing increasingly complex demands posed by the rapid advance of technologies, the economic and regulatory environment, the geographic spread and dynamic change within their markets and disruptive events, such as the current pandemic. Worse, many firms are less collaborative than they think they are.
