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Scottish Young Lawyers’ Association

Scottish Young Lawyers’ Association. Brand, Strategy & Leadership Andrew Otterburn. BRAND. A brand is the attributes by which a firm identifies itself and is known outside and which reflect the way the firm handles its clients and its staff James Dallas, Dentons.

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Scottish Young Lawyers’ Association

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  1. Scottish Young Lawyers’ Association Brand, Strategy & Leadership Andrew Otterburn

  2. BRAND

  3. A brand is the attributes by which a firm identifies itself and is known outside and which reflect the way the firm handles its clients and its staffJames Dallas, Dentons

  4. The 3 components of a brand’s vision Future environment Brand’s vision Values Purpose De Chernatony, 2006

  5. Values • Enduring principles that impact our behaviour • Consider why you left a previous firm? • What was it that made you say enough is enough? • Values of trust, consideration for others Fiona Westwood – Accelerated Best Practice 2008

  6. Examples of values Values of consideration, respect for others and teamwork Values of job satisfaction Values of security and trust Values of client service, confidentiality and integrity Fiona Westwood – Accelerated Best Practice 2008

  7. Using values • Apply them in practice. For example, values of: • integrity – behave with openness and honesty • team work – reward and bonus structure should reflect this • mutual respect – people must behave in that manner • Avoid anything that undermines trust and core values Fiona Westwood – Accelerated Best Practice 2008

  8. What would you say the values of these organisations are:

  9. What would you say the values of these firms are? • Lindsays • MacRoberts • Dundas & Wilson • Brodies • Morton Fraser

  10. SUCCESSFUL FIRMS…

  11. Successful firms? • Understand their brand and its values • Have a plan • Have leadership • It is a business • Are focused on particular markets/sectors

  12. A FAST CHANGING SECTOR

  13. ebay resolves about 60m disputes a year between vendors and buyers via its online dispute console which allows users to track, manage, resolve or close disputes – without the use of lawyers. Richard Susskind

  14. Quindell Portfolio Plc ...Quindell Portfolio Plc is a provider of sector leading expertise in Software, Consulting and Technology Enabled Outsourcing in its key markets being Insurance, Telecommunications and their Related Sectors... Rob Terry

  15. SUCCESSFUL FIRMS…

  16. Developing a plan • What is our market? • geographical • sectors • Where are we in that market? • Where are we aiming to be? • What are our values? • What is our overall target market position?

  17. Developing a plan • What is our market? • geographical • sectors • Where are we in that market? • Where are we aiming to be? • What are our values? • What is our overall target market position? Structures Leadership? Key people?

  18. Developing a plan • What is our market? • geographical • sectors • Where are we in that market? • Where are we aiming to be? • What are our values? • What is our overall target market position? Department / team / sector plans Merger possibilities? Technology / outsourcing / processes Alliances / networks Structures Leadership? Key people?

  19. Developing a plan • What is our market? • geographical • sectors • Where are we in that market? • Where are we aiming to be? • What are our values? • What is our overall target market position? Getting out and about Looking for opportunities Getting there first Department / team / sector plans Merger possibilities? Technology / outsourcing / processes Alliances / networks Structures Leadership? Key people?

  20. “You don’t have to be perfect, just discerniblybetter than your competitors at the things that matter most to your clients.” Andrew Headley

  21. LEADERSHIP

  22. Management? • Leadership • Management • Administration

  23. Managers administer Managers maintain Managers ask how & when Managers focus on systems & procedures Managers rely on control Managers take a short term perspective Managers accept the status quo Managers do things right Managers and leaders Warren Bennis

  24. Managers administer Managers maintain Managers ask how & when Managers focus on systems & procedures Managers rely on control Managers take a short term perspective Managers accept the status quo Managers do things right Leaders innovate Leaders develop Leaders ask what & why Leaders focus on people Leaders inspire trust Leaders have a longer term perspective Leaders challenge the status quo Leaders do the right things Managers and leaders Warren Bennis

  25. Unmotivated Inaccessible Gave no praise Did not lead by example Criticised in public Did not deal with problems Defensive Not team player Disorganised Poor managers

  26. Listened Humour Led by example Protected team Good communication: Work Career progression Interested Celebrated success Good role model Inspired loyalty Fought our corner Gave praise Trust Decisive Aware of team Genuine Thoughtful Well organised Good managers

  27. 3 key factors for success

  28. The right people

  29. The right people A plan

  30. The right people A plan Leadership

  31. MONEY

  32. Law Society of Scotland

  33. 8 partners + 30 other lawyers

  34. 8 partners + 30 other lawyers 30/8 = 3.75

  35. 8 partners + 30 other lawyers £6,453,000/ 8 = £806,000 30/8 = 3.75

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