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Leadership and change

Leadership and change. Adapting to change. ‘It is not the strongest of the species that survive nor the most intelligent, but the ones who are most responsive to change’ Charles Darwin ‘Origin of species’. Developing your ‘vision’. ‘Vision is the art of seeing things invisible’

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Leadership and change

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  1. Leadership and change PETER SCOTT CONSULTING

  2. Adapting to change ‘It is not the strongest of the species that survive nor the most intelligent, but the ones who are most responsive to change’ Charles Darwin ‘Origin of species’ PETER SCOTT CONSULTING

  3. Developing your ‘vision’ ‘Vision is the art of seeing things invisible’ Jonathan Swift PETER SCOTT CONSULTING

  4. Today is about challenging your thinking PETER SCOTT CONSULTING

  5. Challenging everything about your firm as it is today PETER SCOTT CONSULTING

  6. However something needs to be present first… Leadership PETER SCOTT CONSULTING

  7. Leadership… • Thinking and visionary • Challenging • Inspirational • Ability to take partners with you • A determination to implement change PETER SCOTT CONSULTING

  8. Challenging leadership • That challenges everything • Above all leadership that is prepared to face up to a firm’s SACRED COWS PETER SCOTT CONSULTING

  9. Your Firm?

  10. Do you recognise any of these? PETER SCOTT CONSULTING

  11. Are you forever pushing at a closed door? PETER SCOTT CONSULTING

  12. TALENT £ Is this one of your major problems? This will happen to your talent unless……… PETER SCOTT CONSULTING

  13. Do you have partner behaviour issues? PETER SCOTT CONSULTING

  14. “That’s a great idea …for the rest of you!” PETER SCOTT CONSULTING

  15. “Heavyweight gorilla” “You can’t manage me.I’m a big biller!” PETER SCOTT CONSULTING

  16. “Ahh…only five more years to go” PETER SCOTT CONSULTING

  17. Can you answer ‘YES’ to the following questions?

  18. Is your firm firing on all cylinders?Answer – Yes / No PETER SCOTT CONSULTING

  19. Are all your partners hungry?Answer – Yes / NO PETER SCOTT CONSULTING

  20. Do you have the ‘right partners’ on board to help you achieve your goals? Answer –Yes/No PETER SCOTT CONSULTING

  21. Are all your partners prepared to be managed?Answer – Yes / NO PETER SCOTT CONSULTING

  22. Are all your partners prepared to be accountable?Answer – Yes / NO PETER SCOTT CONSULTING

  23. Do your partners have sufficient financial discipline?Answer – Yes / NO PETER SCOTT CONSULTING

  24. Can you say your firm has no under performing partners?Answer – Yes / NO PETER SCOTT CONSULTING

  25. Should all your equity partners really be equity partners? Answer –Yes/No PETER SCOTT CONSULTING

  26. Are there sanctions on a partner who refuses to comply?Answer – Yes / NO PETER SCOTT CONSULTING

  27. Is it clear who is running your firm?Answer – Yes / NO PETER SCOTT CONSULTING

  28. Are you prepared to change every ‘NO’ to a ‘YES’?Answer - ? PETER SCOTT CONSULTING

  29. Are you prepared to provide the LEADERSHIP required for change? PETER SCOTT CONSULTING

  30. Developing the vision - where to start? Strategic planning is a process of: • Logical analysis of internal / external forces • Planning and decision-making based upon that analysis PETER SCOTT CONSULTING

  31. We need to understand the meaning of ‘strategy’ • ‘A realistic plan or course of action to gain competitive advantage; • Which has clear and achievable objectives; and • Uses available (but scarce) resources (existing or to be generated) PETER SCOTT CONSULTING

  32. Differentiate strategy from… An unrealistic and unachievable wish list PETER SCOTT CONSULTING

  33. Strategy is a continuous journey… focus on BIG ISSUES make decisions bank progress move on implement decisions PETER SCOTT CONSULTING

  34. Factors influencing change • Changing needs of clients • Technological advances • Economic and political forces • Culture of firms PETER SCOTT CONSULTING

  35. In partnerships there is a particular need to focus on… • Internal attitudes • External perceptions in order to formulate a realistic plan PETER SCOTT CONSULTING

  36. Testing the strategy • Internally – with partners and staff • Externally – with clients and referrers (it is good client relationship management to talk to your clients) PETER SCOTT CONSULTING

  37. Internal attitudes • Culture • Values • Behaviour What kind of firm do we want to be? PETER SCOTT CONSULTING

  38. Take an internal reality check Issue a confidential partner / staff questionnaire to find out what your people REALLY think about your firm. PETER SCOTT CONSULTING

  39. External perceptions • Do you know what your clients think about your firm? • Do you know what they want from your firm? Often a perception ‘gap’ PETER SCOTT CONSULTING

  40. Take an external reality check Commission an external survey of: • Client/referrer opinions • Client/referrer reasons for using others • Analysis of firm’s performance viewed by clients/referrers • Benchmarking against competitors PETER SCOTT CONSULTING

  41. What can a law firm learn from a client perception survey? • Highlights issues that need to be addressed • Partners should not go into ‘denial’ ‘they are not talking about us’! or ‘its not true’! PETER SCOTT CONSULTING

  42. For example…. Which parts of our firm are we going to: • Grow / invest in? • Dispose of? PETER SCOTT CONSULTING

  43. What should be our realistic objectives in…. • 2008 / 9? • 2009 / 10? • 20010 / 11? PETER SCOTT CONSULTING

  44. 2008 / 9? WE ARE GOING TO earn PEP of £[ ]K Is this realistic? – must be tested Do we all want this? PETER SCOTT CONSULTING

  45. Above all… Be realistic PETER SCOTT CONSULTING

  46. Differentiate strategy from… Implementation – ‘the making it happen’ PETER SCOTT CONSULTING

  47. A continuous journey… focus on BIG ISSUES make decisions bank progress move on implement decisions PETER SCOTT CONSULTING

  48. ‘A little less conversationa little more action please’ Elvis Presley

  49. Implementing decisions • Question Why do many partnership strategies fail? • Answer? Failure to implement agreed plans Why? PETER SCOTT CONSULTING

  50. Why? • The nature of partnerships • People businesses • Need to take your people with you on the journey PETER SCOTT CONSULTING

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