Managing others (and underperformance) in employees andpartners.PARTNER PERFORMANCE                    © Copyright Bennett...
A people business   Law firms are people focused businesses;   The clients needs are met by having the right    people, ...
OFR and Managing Others   Equality and Diversity - Now elevated to the    status of a Principle with outcomes in the    C...
The PrincipalsYou must:1. uphold the rule of law and the proper administration of   justice;2. act with integrity;3 not al...
Principals Part 26. behave in a way that maintains the trust the public places in you and   in the provision of legal serv...
Principal Application   You must from manage your people    (partners, fee earners and staff) in the    appropriate manne...
Typical Law firm needsPeople                                         Skills To Recruit                                   ...
© Copyright Bennetts Legal Ltd 2009 - 2012   8
© Copyright Bennetts Legal Ltd 2009 - 2012   9
© Copyright Bennetts Legal Ltd 2009 - 2012   10
Top Heavy?   Is your firm top heavy?;   What is the cost of being top heavy to    clients?;   What is the cost of being...
What about ambition?   Career path for partners;   Career path for solicitors;   Career path for professional managemen...
Habitual Failures in law firmmanagers1.   Inconsistent;2.   Failure to follow through;3.   Weak communication;4.   Control...
The management relationship   It is about people and bonds;   Get people onside and management is easy;   Lose them (an...
© Copyright Bennetts Legal Ltd 2009 - 2012   15
Why look at your peoplemanagement?   People are law firms                       Competence    way of earning            ...
“We need top class people inall roles!”           © Copyright Bennetts Legal Ltd 2009 - 2012   17
© Copyright Bennetts Legal Ltd 2009 - 2012   18
Assessing your needs?   Technical expertise;                        Ability to manage and   Depth of experience        ...
We now are going to focus onperformance management.   We know already that people need the right    skills, supervision a...
The Golden Rules1.   Communicate effectively with staff;2.   Consistency – let them know were they are     and keep the me...
Motivation   How do you inspire your team?;   How do you communicate with them?;   Is it a discussion or a one way conv...
Lessons from the RugbyPitch?   Sir Clive Woodwood                         Team meetings;    lead England to             ...
Woodwood....   When appointed England                          Team goal – make    coach he set out the                 ...
A manager/employeerelationship          © Copyright Bennetts Legal Ltd 2009 - 2012   25
Simple tips              © Copyright Bennetts Legal Ltd 2009 - 2012   26
Delegation             © Copyright Bennetts Legal Ltd 2009 - 2012   27
Delegation   Who to?;   Why?;   Why am I doing this?;   What is stopping collaborative working with    some more junio...
DelegationHard                                        Soft The person delegated to                        Insufficient s...
Why delegate?          © Copyright Bennetts Legal Ltd 2009 - 2012   30
The perfectionist           © Copyright Bennetts Legal Ltd 2009 - 2012   31
Practical tips            © Copyright Bennetts Legal Ltd 2009 - 2012   32
Practical Tips            © Copyright Bennetts Legal Ltd 2009 - 2012   33
SMARTSpecificMeasurableAchievableRealisticTime-limitedUse the mnemonic to guide you when giving feedback.               © ...
The motivation crossover           © Copyright Bennetts Legal Ltd 2009 - 2012   35
Conclusion   Think strategically about people;   Think strategically about management;   Motivation (including self mot...
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People Motivation And Avoiding Disputes April 2012

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An extract from a CPD course on motivation of lawyers from a managers perspective.

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People Motivation And Avoiding Disputes April 2012

  1. 1. Managing others (and underperformance) in employees andpartners.PARTNER PERFORMANCE © Copyright Bennetts Legal Ltd 2009 - 2012 1
  2. 2. A people business Law firms are people focused businesses; The clients needs are met by having the right people, experience and resources in the right places; Long term success is therefore about having the right people the in right roles. © Copyright Bennetts Legal Ltd 2009 - 2012 2
  3. 3. OFR and Managing Others Equality and Diversity - Now elevated to the status of a Principle with outcomes in the Code focusing on creating a culture in which equality of opportunity and respect for diversity are encouraged; Managing the business now a Principle with outcomes which focus on identification of risks and effective system and controls for mitigating these risks; © Copyright Bennetts Legal Ltd 2009 - 2012 3
  4. 4. The PrincipalsYou must:1. uphold the rule of law and the proper administration of justice;2. act with integrity;3 not allow your independence to be compromised;4. act in the best interests of each client;5. provide a proper standard of service to your clients; © Copyright Bennetts Legal Ltd 2009 - 2012 4
  5. 5. Principals Part 26. behave in a way that maintains the trust the public places in you and in the provision of legal services;7. comply with your legal and regulatory obligations and deal with your regulators and ombudsmen in an open, timely and co-operative manner;8. run your business or carry out your role in the business effectively and in accordance with proper governance and sound financial and risk management principles;9. run your business or carry out your role in the business in a way that encourages equality of opportunity and respect for diversity;10. protect client money and assets. © Copyright Bennetts Legal Ltd 2009 - 2012 5
  6. 6. Principal Application You must from manage your people (partners, fee earners and staff) in the appropriate manner to ensure you and your firm (entity based regulation and personal regulation) up hold the Principals; You will be required to show what and how you do this.....proactively and with the outcome in mind. Gone are the days of getting the files in order after the event...... © Copyright Bennetts Legal Ltd 2009 - 2012 6
  7. 7. Typical Law firm needsPeople Skills To Recruit  Legal Retain  Management Train (or retrain)  Client care Reward  Marketing/Client Motivate development  AdministrationSuitably qualified staff © Copyright Bennetts Legal Ltd 2009 - 2012 7
  8. 8. © Copyright Bennetts Legal Ltd 2009 - 2012 8
  9. 9. © Copyright Bennetts Legal Ltd 2009 - 2012 9
  10. 10. © Copyright Bennetts Legal Ltd 2009 - 2012 10
  11. 11. Top Heavy? Is your firm top heavy?; What is the cost of being top heavy to clients?; What is the cost of being top heavy to your drawings; © Copyright Bennetts Legal Ltd 2009 - 2012 11
  12. 12. What about ambition? Career path for partners; Career path for solicitors; Career path for professional management team; Career path for support staff; © Copyright Bennetts Legal Ltd 2009 - 2012 12
  13. 13. Habitual Failures in law firmmanagers1. Inconsistent;2. Failure to follow through;3. Weak communication;4. Controlling behaviour;5. Failure to delegate. Adapted from Nick Jarrett-Kerr Strategy for Law Firms Law Society Publishing 2009 (the whole book is essential reading for partners) © Copyright Bennetts Legal Ltd 2009 - 2012 13
  14. 14. The management relationship It is about people and bonds; Get people onside and management is easy; Lose them (and their trust) and it is difficult; The structure of law firm with partners leading teams of fee earners is ripe of undermining the management of others........... © Copyright Bennetts Legal Ltd 2009 - 2012 14
  15. 15. © Copyright Bennetts Legal Ltd 2009 - 2012 15
  16. 16. Why look at your peoplemanagement? People are law firms  Competence way of earning  Motivation income (fees);  Loyalty People are the  Separate your firm greatest asset or from your rival firms weakness of any law firm; © Copyright Bennetts Legal Ltd 2009 - 2012 16
  17. 17. “We need top class people inall roles!” © Copyright Bennetts Legal Ltd 2009 - 2012 17
  18. 18. © Copyright Bennetts Legal Ltd 2009 - 2012 18
  19. 19. Assessing your needs? Technical expertise;  Ability to manage and Depth of experience delegate work; required;  Case management Numbers in team (at needs; different levels);  Training; Size of team (and  Supervision; firm);  Maximise productivity; Specialisms.  Quality of people. © Copyright Bennetts Legal Ltd 2009 - 2012 19
  20. 20. We now are going to focus onperformance management. We know already that people need the right skills, supervision and support from the first introductory slides; We know that problems can exist when lawyers, managers and staff interact; Lets look at how to manage more effectively the relationship. © Copyright Bennetts Legal Ltd 2009 - 2012 20
  21. 21. The Golden Rules1. Communicate effectively with staff;2. Consistency – let them know were they are and keep the message consistent;3. Concise;4. Clear standards;5. Develop and protect trust at all times © Copyright Bennetts Legal Ltd 2009 - 2012 21
  22. 22. Motivation How do you inspire your team?; How do you communicate with them?; Is it a discussion or a one way conversation? Emails? (A motivation killer and a cowards tool); Meetings?; Goal settings?; © Copyright Bennetts Legal Ltd 2009 - 2012 22
  23. 23. Lessons from the RugbyPitch? Sir Clive Woodwood  Team meetings; lead England to  Review of Rugby success in the performance; World Cup in 2003;  Personal standards In his autobiography being set and he talks about adhered to; motivation whilst selling Xerox photocopies in the 1980’s. © Copyright Bennetts Legal Ltd 2009 - 2012 23
  24. 24. Woodwood.... When appointed England  Team goal – make coach he set out the them work as a team; standards expected of “his” players – in a  Collective motivation different context; to add value to clients He made the players and lawyers; understand the process  Removes a common of getting success and “isolation” issue for being part of a team – it is a valuable lesson. law firms and teams; © Copyright Bennetts Legal Ltd 2009 - 2012 24
  25. 25. A manager/employeerelationship © Copyright Bennetts Legal Ltd 2009 - 2012 25
  26. 26. Simple tips © Copyright Bennetts Legal Ltd 2009 - 2012 26
  27. 27. Delegation © Copyright Bennetts Legal Ltd 2009 - 2012 27
  28. 28. Delegation Who to?; Why?; Why am I doing this?; What is stopping collaborative working with some more junior doing the donkey work? © Copyright Bennetts Legal Ltd 2009 - 2012 28
  29. 29. DelegationHard Soft The person delegated to  Insufficient skills and has the necessary skills; experience; experience and time to  A learning curve will exist; undertake the task;  Full explanation needed (communications skills); They may need to  Clear guidelines and support apportion resources; are required; “Key” client means you  Work will be checked – want to retain some feedback essential to ensure skills and experience are contact/feedback. enhanced. © Copyright Bennetts Legal Ltd 2009 - 2012 29
  30. 30. Why delegate? © Copyright Bennetts Legal Ltd 2009 - 2012 30
  31. 31. The perfectionist © Copyright Bennetts Legal Ltd 2009 - 2012 31
  32. 32. Practical tips © Copyright Bennetts Legal Ltd 2009 - 2012 32
  33. 33. Practical Tips © Copyright Bennetts Legal Ltd 2009 - 2012 33
  34. 34. SMARTSpecificMeasurableAchievableRealisticTime-limitedUse the mnemonic to guide you when giving feedback. © Copyright Bennetts Legal Ltd 2009 - 2012 34
  35. 35. The motivation crossover © Copyright Bennetts Legal Ltd 2009 - 2012 35
  36. 36. Conclusion Think strategically about people; Think strategically about management; Motivation (including self motivation is key); Delegate to motivate; Remove the shackles of fear for fee earners; Set and measure objects; Give and receive feedback © Copyright Bennetts Legal Ltd 2009 - 2012 36

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