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COACHING FOR LAWYERS: TRANSFORMING EMOTION TO ENERGY IN MOTION
By Bithika Anand
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
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
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?
Move the Goalposts and Make Prospect Risk Aversion Your Friend
By Mike White
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.
Resolving Conflict: Trouble at the Top and Why it’s sometimes best to part company
By Jonathan Middleburgh
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.
THE CHALLENGE OF COLLABORATION
By Leon Sacks
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.
A NETWORK LEADERS CHECKLIST
By Yarman J Vachha
As the world changes and emerges from a generational crisis there is an increasing need to work together and form affiliations as there is inevitably strength in numbers and diversity. I believe that we will see much consolidation in the legal markets in the next few years. Those in existing Networks or Affiliations will be well served to review their arrangements and to take stock of “what they want to be” in the new world.
TRAINING & SKILL-BUILDING – CREATING A CULTURE OF KNOWLEDGE-SHARING
By Bithika Anand
Training, development and skill-building are concepts that have largely been under-rated in law firms. The debate often is – whether they are a cost or an investment? The dilemma also stems from the uncertainty concerning the return on investment and how to scientifically measure the value addition from training and development activities. This article aims to discuss the benefits associated with skill-building and how can law firms foster a culture of knowledge-sharing, mentoring and growth.
20 insights you need to run a law firm in the 2020s
By Chris Bull
Law firms operate in a digital and data age, but most remain ‘data right but insight poor’. By adopting a new, managed approach using the information-insight-impact model and starting with 20 business essential insights firms can begin to address this gap.
Integrating Strategic Planning and Strategy Execution
By Nick Jarrett-Kerr
Professional service firms are typically littered with uncompleted strategic projects, failed initiatives and strategic plans that have remained in a drawer (or a computer file) almost as soon as written. It has often been observed that professionals are better at ideas and planning than in putting those plans into reality by means of effective implementation.