People, Training and Coaching

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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.

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.

Talent Development:  Beyond the Assignment

By David Cruickshank

In BigLaw firms, or in any firm with multiple associates, an assignment of work by a partner or senior associate, is a signifier of many things.  To the management committee, it signifies leverage.

Partner Teams – the benefits, the challenges and why some partners don’t like them! (PART TWO)

By Sean Larkan

Too often, partners with specialties do not train successors in that area of work, do not introduce their clients to team lawyers in an organised, structured way and when they retire the ‘cupboard is often bare’ i.e. no real succession has been provided for in regard to skills transfer, personnel or key clients. Legal staff are left in a melting pot of uncertainty as to workflow, quality of work, coaching, feedback and whether an interest will be taken in them or their work and progression in the firm. This results in lowered self-esteem, potential is not realised and lower productivity and sometimes departure results.

Law Firm Resilience in a Crisis: Practical Guidance for Action (A Four-Part Series)

By Edge International

A compilation of the four-part “Law Firm Resilience” series focusing on: Financial Resilience; Operational Resilience; Commercial and Client Resilience; and People Resilience.

Clients and Partners – Social Distancing and the Circle of Trust

By Nick Jarrett-Kerr

By implementing three tools, we can gain (or regain) close and more trusting relationships with both colleagues and clients – despite remote working.

Law Firm Resilience in a Crisis: Part Four – People Resilience

By Edge International

Periods of crisis, with sudden disruption to normal working life, create massive potential obstacles to engaging and supporting your people. This requires firms to make some rapid changes.

Client Remote Working Outreach — Managing Partner Checklist

By Gerry Riskin

Managing Partners: Capitalize on your firm’s opportunity to enhance your outreach program to clients

Setting, Measuring and Coaching High Performance

By Sam Coupland

Few firms set out what they see as acceptable (or high) performance levels, much less holding their people accountable to reach these levels.

Avoiding Law-Firm Armageddon: How a Major Law Firm Nearly Imploded… and How the Conflict Was Resolved

By Jonathan Middleburgh

Senior-level conflict can threaten the very existence of a law firm. Mediation is one tool to address such conflicts: but the process is far from straightforward.