You can go online to buy your copy now from Ark.
Alternatively, do get in touch so that we can help you explore what and how should be happening in your firm for a happy future for all.
Showing posts with label Mentoring. Show all posts
Showing posts with label Mentoring. Show all posts
Is retirement dead as a concept? How's your career?
Over the last few weeks there has been a lot in the news about retirement and whether it is an outdated concept or not. What is clear is that many people just simply can't or won't stop working. Why? Because the love doing what they are doing: how perfect.
Managing your career is critical and planning how long you want to continue in your professional career, or what else you could do to compliment your activities requires planning. Leaving this till the 6 months' before you retire is likely to be too late. The Role of a Law Firm Partner now in its 2nd edition, explores what lawyers are facing and the legal profession as a whole around careers. However, much of what we have found out is applicable to anyone who has a technical expertise, has to deal with clients, is responsible for generating income and is au fait with business generally.
You can go online to buy your copy now from Ark.
Alternatively, do get in touch so that we can help you explore what and how should be happening in your firm for a happy future for all.
You can go online to buy your copy now from Ark.
Alternatively, do get in touch so that we can help you explore what and how should be happening in your firm for a happy future for all.
Help? I'm a new Managing Partner...... LMS 19th Feb
Supporting the Law Management Section's Regional Managing Partner forums, I will be facilitating a short discussion group on Thursday 19th February, in the afternoon. Aimed at Managing Partners who are new in the post, we will explore how to manage the role depending upon whether this includes fee earning, lots of client relationships, and managing other partners: plus all the rest.
if you are interested, do book your place now:19th February LMS for Regional MPs..
I look forward to meeting you at the Law Society.
Have a good week
Patricia
if you are interested, do book your place now:19th February LMS for Regional MPs..
I look forward to meeting you at the Law Society.
Have a good week
Patricia
10th August: Mega London Cycle race - Prader- Willi-Syndrome (PWSA)
I know we all get lots of these requests and I know everyone starts their e-mails like that…BUT…my son, James Burt who's at Barclays Capital, is trying to raise some money for charity and is in need of your generosity.
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15 of his friends and James are doing the Prudential 100 mile race (optimistic term) on Sunday 10th August. They’re raising money for the Prader Willi-Syndrome Association (PWSA) as their friends’ son, Sam, sadly has this condition. This is a great charity that will help make his life and that of his family’s better.
So…if you can, do please click the link above and let loose with the credit card.
Thank you
James
This makes for great practice at teamwork, leadership, focus and staying power which complements some of our development programmes.
and thank you in advance from the rest of the Trafalgar Team
Paying it Forward – Wealth unused might as well not exist!
‘If you believe you can or you believe you can’t – either way you are right.’
Developing a culture of excellence only comes through imagining what excellent client care should be, the total experience as felt by each of your Clients - and then work towards making that experience happen; again and again. This isn’t about lots of training and development – but rather about applying intelligence, willingness to support others and that commodity that seems to be in rather short supply: common sense.
Amongst the various client organisations I am working with I have noticed recently a down-turn in genuine client service. With some it is that gentle slipping of standards, that slightly more churlish manner, maybe dismissive behaviour, or that completely unhelpful: ‘it’s our procedures, we can’t change them’: implying that we have to put up with poor quality or stupid rules as we have nowhere else to go. ‘Big mistake’ (to quote from Pretty Woman) of course we have choice.
Tragically, someone threw themselves under a train, which threw Kings Cross Station into chaos and then a standstill. Clearly the railway staff did their best to help – and I with many others were re-directed to take a train from St Pancras to Nottingham (and on to my destination). At the St. Pancras platform barrier the guards (there were 6 of them), proceeded to exercise their power (and insensitivity) by turning many of us away, refusing to let us use our tickets from their sister station.
Bizarrely in the many years I have used this station, I have never seen any guards check tickets at the barriers before. This is the worst kind of negative Customer Care experience. Just when everyone is feeling pressurised, are late for meetings, or appointments and need help. This behaviour just creates anger, riled feelings and an appalling view of the train operating company. Is this what the CEO of East Midlands trains thinks is happening? He or she should take note.
Maybe it is the pressures of the tightened economy, the more stringent requirements of legislation, or maybe Customer or Client Care is just a passing phase? We can all tell stories of the receptionist who continues to talk to her friend whilst ignoring us, or the drinks that take too long to arrive, or are not what you had asked for, but where are the good stories?
What do your Clients or Customers experience at the hands of your staff and managers? Co-operation, freedom to act and solve problems, independent thought, initiative, a delight – or those dull, uninspired restricted people who are unable to see that ‘what goes around, comes around’. We respond to the emotions given out – positive or negative, so if your staff are able to be positive and supportive, then they will have less hassle from their customers!! It really is very simple – bound up in having the vision and using common sense.
So get out there and check the quality of the experience your customers are getting, ‘be silent shoppers’ – because cream rises, the truly and genuinely excellent organisations are going to survive and thrive in this more competitive environment. Is it a wonderful, luxurious, smooth and efficient experience?
In Aesop’s Fables he tells the story of the Miser who buried his gold under a tree. Each night he would dig it up, gloat over it and bury it again. One night when he went to the tree he discovered it had been stolen. He howled and screamed out at his bad luck. A neighbour came and asked him if he had ever used his Gold, to which the Miser said ‘No’. ‘Well you might as well go and look at the hole, for all the good that Gold did for you! Wealth unused might as well not exist!’
If you allow your staff be visionary then you are using the Gold within your staff; if you do not, then you have a wasted resource, because we can all be excellent at delivering divine customer service. Get out there!
Developing a culture of excellence only comes through imagining what excellent client care should be, the total experience as felt by each of your Clients - and then work towards making that experience happen; again and again. This isn’t about lots of training and development – but rather about applying intelligence, willingness to support others and that commodity that seems to be in rather short supply: common sense.
Amongst the various client organisations I am working with I have noticed recently a down-turn in genuine client service. With some it is that gentle slipping of standards, that slightly more churlish manner, maybe dismissive behaviour, or that completely unhelpful: ‘it’s our procedures, we can’t change them’: implying that we have to put up with poor quality or stupid rules as we have nowhere else to go. ‘Big mistake’ (to quote from Pretty Woman) of course we have choice.
Tragically, someone threw themselves under a train, which threw Kings Cross Station into chaos and then a standstill. Clearly the railway staff did their best to help – and I with many others were re-directed to take a train from St Pancras to Nottingham (and on to my destination). At the St. Pancras platform barrier the guards (there were 6 of them), proceeded to exercise their power (and insensitivity) by turning many of us away, refusing to let us use our tickets from their sister station.
Bizarrely in the many years I have used this station, I have never seen any guards check tickets at the barriers before. This is the worst kind of negative Customer Care experience. Just when everyone is feeling pressurised, are late for meetings, or appointments and need help. This behaviour just creates anger, riled feelings and an appalling view of the train operating company. Is this what the CEO of East Midlands trains thinks is happening? He or she should take note.
Maybe it is the pressures of the tightened economy, the more stringent requirements of legislation, or maybe Customer or Client Care is just a passing phase? We can all tell stories of the receptionist who continues to talk to her friend whilst ignoring us, or the drinks that take too long to arrive, or are not what you had asked for, but where are the good stories?
What do your Clients or Customers experience at the hands of your staff and managers? Co-operation, freedom to act and solve problems, independent thought, initiative, a delight – or those dull, uninspired restricted people who are unable to see that ‘what goes around, comes around’. We respond to the emotions given out – positive or negative, so if your staff are able to be positive and supportive, then they will have less hassle from their customers!! It really is very simple – bound up in having the vision and using common sense.
So get out there and check the quality of the experience your customers are getting, ‘be silent shoppers’ – because cream rises, the truly and genuinely excellent organisations are going to survive and thrive in this more competitive environment. Is it a wonderful, luxurious, smooth and efficient experience?
In Aesop’s Fables he tells the story of the Miser who buried his gold under a tree. Each night he would dig it up, gloat over it and bury it again. One night when he went to the tree he discovered it had been stolen. He howled and screamed out at his bad luck. A neighbour came and asked him if he had ever used his Gold, to which the Miser said ‘No’. ‘Well you might as well go and look at the hole, for all the good that Gold did for you! Wealth unused might as well not exist!’
If you allow your staff be visionary then you are using the Gold within your staff; if you do not, then you have a wasted resource, because we can all be excellent at delivering divine customer service. Get out there!
Higher Hiring of Partners?
If you are planning on bringing in new partners as lateral hires we recommend you consider integration support (provided by our team of consultant coaches) to ensure this investment sticks. Too many firms fail to plan and integrate new partners: ‘s/he is highly capable, so it would seem unnecessary to provide them with that sort of support’ said one MP. Integrating a lateral hire partner into a new role is about supporting them to become the most effective, to ensure they learn quick ‘the way we do things here’. Assuming that because they have been in the market for x years doesn’t mean they will fit seamlessly in. HoDs, Senior Partners are all busy people, often don’t have time – and the attrition rate so give pause for thought about how to make laterals long to stay with you.
For the full article please click here.
For the full article please click here.
Madness not to Mentor: is this for everyone?`
Law Schools and Bar Associations have begun successful and sustainable programmes to assist law students and new lawyers in making the transition from law school to the first year of legal practice traineeship. The key to the universal availability of these proven approaches is the willingness of experienced lawyers and Partners to give up some time and become mentors. It is heavily reliant on firms providing the time, connecting with those Law Schools and Associations as part of their support of the profession. Some firms will use this opportunity as a way of selecting prospective Interns or Trainees in the future, by building that connection with their firm.
The traditional roadblocks to implementation of these programmes are slowly disappearing by changing the way Trainees go through their two year experience in their firm. For this learning at work experience to operate as it should, firms have to ensure they contribute to a meaningful transition from Law School (or Bar Associations) to fully fledged lawyer, by providing meaningful practice experiences as the method for learning. Time though, is the biggest block to successful mentoring by those more experienced especially when everyone is being targeted to bring in fees and capture chargeable time.
From Trainee to the Managing Partner:
The question some people ask is, is mentoring just for law Trainee lawyers and Pupils in Chambers? Mentoring support can happen at any level within the organisation. It is too easy, to assume that it is only Trainees or Pupils who need support. If you work on the basis that support is driven by the need to transition from position A to position B, then it is easy to see that Mentoring is ideal for any new Partner, for anyone taking on a Leadership role in the firm such as Managing Partner, Senior Partner or Head of a Department/Team – to ensure they too access their full potential.
Who to chooses the mentor?
For many firms selected partners are provided with training so that they become the acknowledged mentors for whoever needs it on the basis they have the time, and skills. This, however, fails to address the most subtle part of mentoring from within the firm – that the mentee should feel able to find the mentor with whom they believe they can work. That personal chemistry and empathy has to be there, to ensure both the mentor and the mentee see the value in giving the time to discuss and develop attitudes and behaviours that build on potential – and so enhance the firm’s performance overall.
So how do people choose who to select as their mentor? Often the choice is made because the mentee recognises that the partner or senior associate they have selected has a style of leadership, business development, client relationships and of course practice area that s/he would like to emulate. So ‘sitting by Nellie’ could be an excellent way to learn.
There are of course some obvious hazards in this approach, not least that mentees might pick your most maverick partner as a role model – and all the bad habits will then be re-taught to the up and coming new blood! There has to be strong trust in the person being selected as either someone who has been there, done it, or who has the skills and perception to help the individual find their own path, even though the experience is totally different from the mentee’s aspirations. Increasingly driven by time and skills pressures, firms are now selecting external mentors who can also provide coaching support.
How to develop successful mentoring skills:
Developing the skills of Training Principals, Supervising Partners, Senior Associates, Managing Partners, etc., can be through attending Workplace Mentoring programmes. Typical programmes aim to help mentors learn the special skills that bring out the best in their mentees and help mentees think for themselves to discover their special potential. Key areas are:
Learning how to ask questions and listen attentively to the answers does not come easily to lawyers, who have developed critical thinking skills and producing ‘the right’ answer. Here the skills are a blend of providing sufficient challenge for the mentee that they can solve their own problems – and take full ownership. This is achieved through exploring how certain courses of action will impact, for good or ill, and so develop the more informed choices. At times the mentor has to be more directive because they have more experience.
The application of coaching techniques is an important aspect of any leader’ tool kit, at the same time the individuals seeking coaching or mentoring need to be proactive and self-managing. Some people suggest it is best to develop relationships with multiple advisors who can help you grow in your chosen profession. Individuals cannot always expect ‘management’ to identify their needs, a huge part of successful mentoring is encouraging individuals to grasp the opportunities and take control of their own destiny.
Mentor Groups:
Networking and connecting with others in similar roles of course provides more varied support too. Using some of the social media chat rooms can provide additional ideas and feedback however, others chose to join groups such as Round Table Discussions, or Peer Groups. Often these groups meet once every 2 – 3 months, with a facilitator or chairman, using Chatham House Rules to ensure confidentiality. If everyone is at the same level and in roughly the same sized firms, then the open mentoring support can be invaluable as individuals bring their thoughts to the table. Resisting telling someone what to do is essential – as this is about sharing ideas, encouraging others to think more laterally or obliquely, so that they develop the solution that fits with their firm’s culture and values.
Firms who do not take time to consider Mentoring as that informal yet structured way to support those keen to develop and grow, are going to miss out. Either firms need to widen their focus beyond pure chargeable hours and fee income to allow time for leaders to support their team members, or at least they should bring an external support. Doing neither is a death knell for a sustainable future.
The traditional roadblocks to implementation of these programmes are slowly disappearing by changing the way Trainees go through their two year experience in their firm. For this learning at work experience to operate as it should, firms have to ensure they contribute to a meaningful transition from Law School (or Bar Associations) to fully fledged lawyer, by providing meaningful practice experiences as the method for learning. Time though, is the biggest block to successful mentoring by those more experienced especially when everyone is being targeted to bring in fees and capture chargeable time.
From Trainee to the Managing Partner:
The question some people ask is, is mentoring just for law Trainee lawyers and Pupils in Chambers? Mentoring support can happen at any level within the organisation. It is too easy, to assume that it is only Trainees or Pupils who need support. If you work on the basis that support is driven by the need to transition from position A to position B, then it is easy to see that Mentoring is ideal for any new Partner, for anyone taking on a Leadership role in the firm such as Managing Partner, Senior Partner or Head of a Department/Team – to ensure they too access their full potential.
Who to chooses the mentor?
For many firms selected partners are provided with training so that they become the acknowledged mentors for whoever needs it on the basis they have the time, and skills. This, however, fails to address the most subtle part of mentoring from within the firm – that the mentee should feel able to find the mentor with whom they believe they can work. That personal chemistry and empathy has to be there, to ensure both the mentor and the mentee see the value in giving the time to discuss and develop attitudes and behaviours that build on potential – and so enhance the firm’s performance overall.
So how do people choose who to select as their mentor? Often the choice is made because the mentee recognises that the partner or senior associate they have selected has a style of leadership, business development, client relationships and of course practice area that s/he would like to emulate. So ‘sitting by Nellie’ could be an excellent way to learn.
There are of course some obvious hazards in this approach, not least that mentees might pick your most maverick partner as a role model – and all the bad habits will then be re-taught to the up and coming new blood! There has to be strong trust in the person being selected as either someone who has been there, done it, or who has the skills and perception to help the individual find their own path, even though the experience is totally different from the mentee’s aspirations. Increasingly driven by time and skills pressures, firms are now selecting external mentors who can also provide coaching support.
How to develop successful mentoring skills:
Developing the skills of Training Principals, Supervising Partners, Senior Associates, Managing Partners, etc., can be through attending Workplace Mentoring programmes. Typical programmes aim to help mentors learn the special skills that bring out the best in their mentees and help mentees think for themselves to discover their special potential. Key areas are:
- What to look for in mentors and mentees
- What both need to do to make the relationship successful;
- How to get mentees to think more for themselves through non-directive mentoring
- Distinguishing between mentoring and coaching including responsibilities
- Ideas and ways to set up mentoring schemes, avoiding the typical pitfalls
- Live skills practice sessions so that learning is authentic, effective and lasting
Learning how to ask questions and listen attentively to the answers does not come easily to lawyers, who have developed critical thinking skills and producing ‘the right’ answer. Here the skills are a blend of providing sufficient challenge for the mentee that they can solve their own problems – and take full ownership. This is achieved through exploring how certain courses of action will impact, for good or ill, and so develop the more informed choices. At times the mentor has to be more directive because they have more experience.
The application of coaching techniques is an important aspect of any leader’ tool kit, at the same time the individuals seeking coaching or mentoring need to be proactive and self-managing. Some people suggest it is best to develop relationships with multiple advisors who can help you grow in your chosen profession. Individuals cannot always expect ‘management’ to identify their needs, a huge part of successful mentoring is encouraging individuals to grasp the opportunities and take control of their own destiny.
Mentor Groups:
Networking and connecting with others in similar roles of course provides more varied support too. Using some of the social media chat rooms can provide additional ideas and feedback however, others chose to join groups such as Round Table Discussions, or Peer Groups. Often these groups meet once every 2 – 3 months, with a facilitator or chairman, using Chatham House Rules to ensure confidentiality. If everyone is at the same level and in roughly the same sized firms, then the open mentoring support can be invaluable as individuals bring their thoughts to the table. Resisting telling someone what to do is essential – as this is about sharing ideas, encouraging others to think more laterally or obliquely, so that they develop the solution that fits with their firm’s culture and values.
Firms who do not take time to consider Mentoring as that informal yet structured way to support those keen to develop and grow, are going to miss out. Either firms need to widen their focus beyond pure chargeable hours and fee income to allow time for leaders to support their team members, or at least they should bring an external support. Doing neither is a death knell for a sustainable future.
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