Trafalgar - The People Business

Singapore hits the headlines again – year of the Dragon!

2012-02-23T09:42:00.000Z

Having returned from Singapore 10 days ago I can report that it is growing as a legal centre, challenging Hong Kong as a great place to be for law firms with global / international aspirations.

We held several Round Table discussions with Managing Partners, hosted by Arfat Selvam, MP at Duane Morris Selvam and another hosted by Alban Kang, MP at ATMD Bird & Bird. It is anticipated that these will become quarterly events and includes MPs from UK, European, US and Singaporean firms. (If you would like to join, please let Charlotte know).

Bryan Tan, MP of Keystone Law Corporation sends out a regular newsletter advising firms looking to do business in Singapore - you may be interested:

www.keystonelawcorp.com/downloads/SingaporeKeystoneLaw2012-2E.pdf

Allen & Gledhill one of the Top 4 Singaporean firms, has dropped it current relationship with Linklaters and now likely to cosy up with Allen & Overy. Once this is approved the doors will open – and there are a growing number of very capable, smaller local firms we are meeting who could offer a great foothold for foreign firms.

And The Lawyer has commented similarly:

www.thelawyer.com/lion-city-set-for-roaring-trade/1011474.article

Watch this space – and Patricia would love to celebrate her year as a Dragon with a drink in the Long Bar at Raffles – if you are around in Singapore in May!

Introduction to the partnership

2012-02-15T19:23:00.000Z

Here is an opportunity for new Partners to understand just what you need to consider so that you have a successful career in your firm. From all the comments and experiences from other partners I suggest you focus on:

Clarity around your role and key responsibilities and how these are measured – and valued (whether rewarded directly or not);
Consider how you will use your contacts to grow not just your practice – but the wider firm (far too many partners are too selfish in their BD view);
Setting aside enough for you to have a decent pension fund – whether that is a portfolio of properties, other assets – or a straightforward fund. Don’t get caught out as some of those partners in their mid-fifties and on who are going to have to keep working to plug that gap
Consider how to manage your career so that you remain an asset to the firm – and it to you!

So why not attend Smith & Williamson’s excellent programme.

Maybe see you there!

PS we are running short introductory programmes for Partners about taking on NED and Not for Profit responsibilities: challenge yourself and come along.

Emotional Intelligence goes beyond Intellect but do your Senior Executives Partners have it?

2012-02-13T10:00:00.000Z

We have been working with JCA for over 15 years and recognize the value of their superb work. John Cooper and his team have been working with some of our law firm and technology clients and achieved great enhancements in self awareness, self regard, awareness of others and so affected the bottom line.

In a recent article "Emotional intelligence: thinking and feeling on the job" in the Guardian’s money section (11the February, 2012) it sets out the case for the financial benefit in having a healthy and effective Board.

This approach is part of the Strategic Portfolio Career Mapping for Partners © approach available, and there is an increasing demand for solutions to holding on to partners, to ensure that selection criteria for partnership now includes such sophistication – i.e. going beyond those blunt instruments: pure financial measures.

Lawyers as NEDS – can it work?

2012-02-09T12:00:00.000Z

Well due to a recent article in the Yorkshire Post, Partners and ex-Partners are increasingly taking up the challenge of getting onto Boards as NEDs, Trustees or Governors – so what are you doing?

http://www.yorkshirepost.co.uk/business/business-news/lawyer_faces_new_challenge_with_public_relations_agency_1_4216828 gives an illustration of how you can turn a client or sector relationship into gold! Check our latest selection of half day workshops – carrying CPD, delivered by experts in the field such as Simon Wethered, Richard Evans and Mike Spur. Why not book a place on any one of these workshops and learn just what is involved in managing your current role as a Partner, how to tailor your CV and how to exploit your sector expertise by taking on these responsibilities. Innovative and well focused firms are seeing this as a positive way of providing stimulus, aligning individual and the firm’s strategy and so much more.

Duke Street Bets on Law (extract from the Times)

2012-02-08T17:12:00.000Z

Interesting to see the different options UK firms are taking to take advantage of external investment to develop the delivery of their legal services to an ever widening group of clients.

10 days ago, Slater & Gordon publicized their proposed acquisition of Russell, Jones & Walker and now Duke Street are taking a significant stake in the Group behind the Plexus Law - Parabis - valuing the legal services business at between £150m and £200m. (All subject to the SRA)

The sale of shares in Parabis, subject to clearance by the Solicitors Regulation Authority, will give the group sufficient fire power to pursue its plans for a series of acquisitions. Paul Lester, former boss of VT Group, will become chairman of Parabis after the deal, while Bob Scott, previously chief executive of Aviva, the insurer, will also join the board.

The stake sale is the latest, and biggest, in a series of deals in the legal profession. The investments have been sparked by the introduction of the Legal Services Act, which allows firms to raise money from outside investors for the first time. The legislation has been dubbed Tesco Law as it was predicted that big retailers would muscle into the market.

As the public are increasingly exposed to such comments in the Press, we will see more adventurous forays into this market place by Private Equity as well as Corporate Finance. What is your firm doing, how is your Board responding to this challenge to how your firm will survive?

First Law Firm to be Brought by a Listed Company

2012-01-26T11:10:00.000Z

We all know now that lawyers keep their cards close to their chests, often reluctant to go to Press until the deal is done, so we should prepare ourselves for many more such announcements as Silverbeck Rymer's announcement as captured by Legal Futures here.

With each announcement, too, we at Trafalgar are seeing a growing interest (tinged with some scepticism) from corporate financiers, private equity and the like.... So if your firm is holding an away day, partner retreat, and developing your strategy for the sustainable future of your firm, you maybe should be briefing yourself more fully on the ever expanding ways to deliver legal services. Be in the vanguard, this is not a followers market.

Take a look at this article on the Legal Futures website.

Labour wants women and staff to have say on executive pay | News

2012-01-13T14:38:00.000Z

Labour wants women and staff to have say on executive pay | News

Strategic career mapping for partners

2012-01-04T09:36:00.000Z

Strategic Career Mapping for Partners seminar – part of the Law Society Masterclass series is being run on 7th February, 2012 in London. Prevention is better than cure and this seminar addresses the many challenging issues around partner career progression so that you can refresh your partnership stock, and at the same time help your partners have fulfilling careers within the firm in a manner that goes beyond partnership. It will also cover what other firms are doing, how those firms tackling these issues now are setting a foundation for a durable future that doesn’t disappoint long serving individuals and ensures all are valued.

Use this form to book your tickets for Strategic Career Mapping for Partners.

Details of NED, Trustee and Skills seminars for Partners for 2012

2011-12-07T10:17:00.006Z

Specifically designed for lawyers who are now Partners, Managing Partners, Senior Partners and Senior Associates who want to explore the opportunities of taking on NED or Trustee roles either whilst still a partner in their firm, as part of a post-Partner career move or as part of your retirement planning. Our key seminars are:

Introductory seminar for Partners on NED roles & responsibilities lead by Simon Wethered, Consultant, Committee Member to the Charities Commission and ex-Charles Russell Partner

0.5 day, 3 CPD points,
Number of delegates 8 - 14
London (23rd January, 28th February, 20th April) and Manchester (27th March, 21st May)
Cost £335 + VAT, per person

Download the PDF

Introductory seminar to the Not for Profit sector lead by Richard Evans, CEO of CfA Executive Search and Selection in NfP. who is increasingly involved with the legal sector.

0.5 day, 3 CPD points,
Number of delegates 8 - 14
London (25th January, 29th February, 30th April, 28th June)
Cost £335 + VAT per person

Download the PDF

Assessing and developing your skills from Partner / Lawyer to being effective at Board Level lead by Michael Spurr, Director of Wickland Westcott, executive search selection supported by other leading lawyers who have NED roles.

1.1 assessment, report & feedback, undertaken at least a week in advance of seminar
0.5 day group seminar
6 CPD points,
6 – 10 number of delegates
London (21st February, 19th April, 18th June) and Manchester ( 28nd March, 22nd May)
Cost £3,300 + VAT per person

Download the PDF

Seminar design and options:

NB: All seminars and more in-depth assessments are available as public courses and can be tailored for in-house, carrying CPD points. In-house projects may have additional enhancements such as talks by Partner / ex-partner NEDs as roles models, additional connectors and network guidance which can be sector specific, venue, etc, as required.

Working with a variety of national and international Accountants, we are also able to ensure that partner have the best personal financial advice as part of the wider review around longer term Portfolio Career Mapping for Partners © which would be managed separately.

NED / Trustee seminars designed and contributed to by lawyers – for lawyers: for 2012

2011-12-05T17:27:00.002Z

According to recent research the FTSE 250 has only 19 main board Directors who trained as lawyers and very few as Non Executive Directors. This is a dreadful waste of great commercial and entrepreneurial skills – and clearly a missed opportunity for many partners in law firms today.

The Portfolio Career Mapping for Partners © (PCMP) is a programme designed to help you address the opportunity to increase your productivity as well as plan your future. PCMP has been developed by Trafalgar through research, numerous discussions with Partners in law firms around the UK and abroad. It is based on Partner role models, and recognises that keeping experienced Partners ‘nose to the grindstone’ fails to fully create and access their true value.

Policies on remuneration, profit share, clarity on roles and responsibilities are under scrutiny in most of the top 200 law firms, Default Retirement Age and the desire (or need) to work till we are 70+ are all pressing for a new, innovative approach to this thorny subject: we can help.

Success at board level is not about a single cell skill but rather multi-level skills and most lawyers can miss out by failing to understand what is valued – and what is not. We now have links with numerous recruitment, head hunting cosultancies who are focusing on supporting these programmes, individuals who have:

Taken 8 years to build a network and portfolio of roles, including regulatory in aerospace, in education, commerce and charity
Developed several roles as an NED including nationally recognized organizations that will position that individual for a ‘third career’
Because of his sector focus is now on the board of a regional charity and now generates @ £100k - 200k per annum
Agencies who can support the transition to in-house roles
Private equity who are looking for sound commercial business people as NEDs

If you are a member of the management or leadership team you will also be considering mergers or acquisitions and may well want to ‘prepare’ the partnership which includes helping some of your partners acknowledge some additional roles or shifts in their careers. We can run these programmes in-house to ensure the topics reflect and compliment your overall strategy.

We will provide more details shortly – if you are interested please contact: Patricia Wheatley Burt, Director, on 020 7565 7547 or email: patricia@trafalgarpeople.com

Launch of The Theatre Fund

2011-11-30T14:29:00.001Z

According to some press, there are investors keen to put their money into some interesting projects – this might appeal to those of you who fall into this category. Also written up in the legal press, Partners in the Top 100 are again seeing good levels of PEP – so here is a neat way to support the Arts and make money.

Interestingly, Alan Davis is a qualified lawyer taking time out from practicing the law to build his commercial skills. In 2010 he found himself putting on 5 highly successful plays in the West End simultaneously, through Act Productions – a man worth backing.

http://www.thetheatrefund.co.uk/

Franchises for law firms – an alternative worth considering.

2011-11-21T11:47:00.005Z

According to Chris Kenny, CEO of the Legal Services Board, ABS are now likely to be approved before Christmas. At the same seminar, (8.11.11) run by Smith & Williamson, Giles Murphy (Director of Professional Services) agreed with me that some firms may chose to use separate vehicles to deliver legal services to their clients. There is scope to set up a franchise or separate legal entity without affecting your brand or confusing your existing client base. Face2face offer a very interesting option – so I thought I would let you all have a look at this.

Does your practice sometimes feel like a supertanker?

Is it difficult to change direction quickly to meet changing market pressures?

Why not launch a 'speedboat' alongside?

It is speedy, light, agile, responsive, has a different

character from its parent vessel and much lower running costs

Most Partners know how difficult it is in an established firm to make changes quickly but ABSs will soon bring new competition to the legal services market and even successful firms will feel pressure on their traditional pricing structures and client bases.

What is a 'speedboat' for a law firm?
This is the term coined by us for the concept of an established firm creating a new, streamlined business and running it alongside the existing firm but under a different brand. The 'speedboat' is free from the baggage of the main business and provides a quick and easy way to put a toe in the water of the new market without compromising the main business or its brand. It may be in a different location or operate in a different market from the parent firm.

How does the face2face solicitors franchise help a firm launch a 'speedboat'?
We provide all the components for a new law firm, reducing time, cost and effort in getting started and moving into profit.

Benefits

No risk to your existing brand
Quick and easy to do with a face2face solicitors franchise 'law firm in a box'
Low-cost start-up
Lower operating costs
Up to date Compliance
Grow the business more quickly with face2face solicitors' unique ongoing support and mentoring

To find out more, click here to download the full briefing note

For more information on the face2face solicitors franchise:

www.face2facesolicitors.net

email us direct

Tel: 0800 458 6720

P.S. Wondering about an ABS?

A 'speedboat' is your low risk option.

Launch your 'ABS speedboat' with our help.

If you are interested – do let us know and we can help look at how to blend additional structures for delivery into your strategy. There is scope to develop such a franchise under your own brand – or to use face2face, and we have other clients who are looking at this too.

Playing for Keeps

2011-11-02T10:07:00.001Z

Over the last year we have been working with clients across a number of related areas, pulling in experts in their fields to address issues around business development and client relationships, strategic Partner performance management, and Partner team work. Any firm considering lifting its game, will need to call upon the skills of strategists, operational specialists and straightforward advice. As part of our collaboration and project work, we like to offer ideas by some of our Associate Consultant network so here is an article by Andrew Hedley where he offers thoughts around the importance of not only building a specific Client Retention plan – but also about shifting behaviours and attitudes from the top down.

'Behavioural and attitudinal change is difficult, yet it lies at the heart of making effective progress. The firm’s leadership and management team must find ways of breaking down personal ‘ownership’ of clients and undue protectionism. They need to recognise and reward those who share, while diminishing the power and influence of those who demonstrate destructive behaviours.’

Read the article 'Playing for Keeps'.

This approach requires support at a strategic level (e.g. Andrew Hedely, Mark Turner), a more immediate implementation level (e.g. Cliff Ferguson, Chrissie Lightfoot) and linked to team work, communication and change management (e.g. Alistair Roberts, Julie Harrison, Weedie Sisson etc.,) Getting the project co-ordinated is half the battle and over a 1-2 year period, which is also one of our fortes so do get in touch

Running out of steam’ is the ultimate cause of failure for many. An initiative may be launched with a fanfare and an initial rush of enthusiasm; the result may be high expectations within the firm that the goals of that initiative are within easy and imminent reach but unfortunately, this is very rarely the case.

Making Backups Easy with Sugar Sync

2011-10-22T09:44:00.005+01:00

Below is a link to SugarSync which might be interesting for you too, as it backs up all files wherever you are. So I have it for the offices’ networked computers, and my iPad (and it may sort my Blackberry out too!). All ingenious stuff and I really have no idea how it all works – but I know someone who could help if need be. Might be worth having a go – and it is free!

SugarSync for your Backing Ups

Between a rock and a hard place? Or deep dive for pearls!

2011-09-22T11:40:00.007+01:00

Not only in the UK but now globally, it appears the Euro’s future could impact on all of us – and according to Nick Clegg, sooner and longer than we might have hoped for. The world’s press constantly throws out Spanners, Hammers and Body Blows that make everyone feel there is not a single good news story out there, and that every business is in a state of collapse. Well it is certainly tougher and more testing for those who have only been playing at leading and we are seeing some truer colours and changes at the top. However, there are certainly lots of good stories; shame it just doesn’t get into the news!

So is it tough – or is it a time of massive opportunity? At several recent events with Managing Partners, comments included:

‘it’s a great time to go out ‘shopping’ for firms, and we’ve done 6 in the last 18 months, and we are positioning ourselves for some sell-offs’ , and I know that this particular firm are also wining @10% of business and referrals off the net
‘well it was too good an opportunity to miss, so I am in the middle of another big acquisition which will take us up to 450+, oh and sorting offices, oh and another couple of little acquisitions’. A glutton for punishment – but wholly entrepreneurial.

So with mergers, best friend relationships, or alliances with firms in Canada, Australia and of course in Singapore, etc., – the world is open for business. – it is just how voracious your appetite is!

Smith & Williamson’s seminar for Professional Practices is on 8th November and we will be offering ideas, comments and thoughts to revitalize and challenge you, as leaders to challenge old thinking, shift mind-sets and build sustainable business for the next 10 – 20 years!

Back to School Reading:

2011-09-02T09:02:00.002+01:00

Professor Stephen Mayson, professor of Strategy and Director, Legal Services Institute, College of Law has recently posted a review of Leadership for Law Firms – After the LSA (published by the Law Society). The review makes interesting reading bearing in mind Stephen’s clear views and opinions of the state of the market. For those of you who have not yet bought your copy – maybe now is the time to grab them off the shelf as part of your ‘Start to the New Term’, this Autumn.

http://stephenmayson.com/book-reviews/leadership-for-law-firms

Stephen will be giving an outline of ongoing changes in the legal services market including the challenges firms face for the future at the Westminster Policy Forum on Tuesday 6th September. Present will be Members of Parliament (Commons and Lords), major insurance firms, accountants a-plenty, patent attorneys, Heads / CEOs of Chambers, - and of course Partners, (MPs, SPs et al). I will be offering ideas on how and why firms could use external investment and have assistance from non-lawyers, too.

Are Law Firms Going to be Replaced By Internet Based Providers of Legal Services?

2011-09-01T09:40:00.008+01:00

It has been a busy summer with proposed mergers, takeovers and acquisitions hitting the headlines and nowhere more visibly than within the Legal Insurance sector. Core to all of this is how firms once consolidated are really going to demonstrate the delivery of legal services in a fundamentally different way that actually makes size pay.

The US are definitely demonstrating the opportunities through LegalZoom.com with other firms such as Minster Law...

See Jerome Kowalski article 'Are Law Firms Going to be Replaced By Internet Based Providers of Legal Services?' for a greater insight.

Singing, Swinging Singapore

2011-08-28T12:05:00.005+01:00

Yet again, Singapore features in the Legal Press as yet more firms declare their hand to launch offices and/or strong relationships in what is now seen as the new playground for the high net worth individual/family on an international basis. With the latest news that banks in Switzerland forced account holders to declare income and so pay tax, so the Singaporean option looks far more entertaining.

See: Taylor Wessing eyes HK, Singapore tie-up prospects

The Singaporean Government has been making strong overtures to attract the wealthy with regulatory changes to make investments tax efficient, with the highest rate of personal tax at 20%, corporate tax at a flat 17% it may be a very compelling place to be. Whilst it may be easy enough to send out 'Partners to set up offices', the question is how many of them are truly prepared and able to actually tackle what would be an increasingly competitive marketplace. Some commentators feel that maybe there are already enough private client firms in Singapore, yet Withers, Speechlys, Farrers etc. are all developing offices out there. How will firms maintain their competitive edge?

See: Up-market struggle

Law firms will benefit when their leaders have more time to think about their careers.

2011-08-25T12:13:00.001+01:00

A Hard day’s night is a discussion (Managing Partner, May 2011) between Managing Partners and Patricia Wheatley Burt on challenges faced by leaders of law firms fits into a much deeper debate about career planning when becoming a MP. Patricia’s continuing research, dialogue and conversations with Managing Partners about their ambitions, plans, challenges and fears (professional and personal) are feeding into some practical and innovative solutions.

Managing Partners are struggling to find time when leading a firm, learning how to do it and fee-earning:

Michael Shaw (MP, Cobbetts) started off his Managing Partner role with the idea he would balance work with running the business, but after six months realised he was not doing any of it terribly well.
He also claims MPs careers should be better planned and that even in their 50s, MPs feel insecure about what would happen to them if they don’t get re-elected, often compounded if they don’t have enough funds in their pension provision.
Joakim Edoff (Executive Partner, Setterwalls) stresses that the role of a MP is to coach people to help them to do what they can to contribute to the firm and to make sure they adopt the firm’s values. Managing Partners should be supported by COOs to take care of the day-to-day business.
Jonathan Rigby (MP, Mourant Ozannes) confirms Managing Partners often struggle with the idea of leadership, trying to be involved in every level of managing the business. Letting the COO run the operations side, enables him to focus on managing the practice and give the firm the sense of direction.

MPs and Partners should definitely take more time to think about their careers. Read more...

Westminster Forum Projects (WFP) - 6th September

2011-08-23T10:48:00.001+01:00

The seminar is organised by Westminster Forum Projects (WFP) and enjoys substantial support and involvement from key policymakers and stakeholders within Parliament, government, regulatory bodies, industry, consumer organisations and other interested groups. It includes a keynote address from Chris Kenny, Chief Executive, Legal Services Board – the body responsible for overall regulation of the legal services market.

With the introduction of ABSs fast approaching, the seminar will provide a timely opportunity to discuss likely challenges for an altered market where law firms are able to share management with non-lawyers, permit shared ownership and external investment.

Patricia Wheatley Burt is going to be one of the panellists, delivering a presentation on Management and investment strategy for the legal profession. This part of the seminar is aimed to open the discussion on finding the best way to compete with business entrants, what can be learned from expertises of LDPs and what issues can arise from non-lawyers management within a practice.

Due to their importance and prestigious character, the WFP events regularly receive prominent coverage in the national media and trade press.

Don’t miss such an important event about the future of the legal market! To read more, and how to register, visit: www.westminsterforumprojects.co.uk

NED Trustee Roles: Is this a way to raise your profile?

2011-08-12T12:02:00.001+01:00

For a number of years now there has been a lot of debate about the benefit or otherwise of Partners taking on Non-exec Director roles (NED) balancing this with concerns around conflict, focus etc... http://www.thelawyer.com/non-exec-role-needs-careful-consideration/120698.article. However it is a healthy way to develop individual skills and explores how to be more valuable to clients both within the firm and on into the future.

Whilst this debate rages within partnerships, there is another debate going on within Head Hunters or Recruitment consultancies, about whether Lawyers are ‘any good’ as NEDs. This appears to be because too many lawyers approach being an NED as a lawyer, or think they could/should offer cheap legal advice, when in fact they are required for their commercial/business and sector experience and connections.

In the third corner are the potential boards of commerce, NFP, etc., who on the whole have no idea just what many of the Partners involved in running their legal practices have to contend with and just how relevant their experience could be. This gap will slowly decrease over the coming years but it will take some time unless Partners learn more about how to have a more flexible approach to just what is valuable about their experience. If you are interested in opening this debate, let us know as Simon is able by run in-house sessions on what it means to be an NED (as a lawyer himself).

So to those MPs who are adamant they do not want their high performing Partners and lawyers to be distracted from billing just keep your eyes on the longer term career for these good people – as this too may offer a graceful way out through the ‘gate’ of retirement.

Serviced Apartments around the world

2011-08-06T08:02:00.001+01:00

Are you a lawyer or business professional who travels a lot and is fed up with anonymous hotels? Looking for the right home away from home?

We would advise you to consider a Serviced Apartment rather than a Hotel. It is the perfect solution when you spend a lot of time away from home on an assignment or are posted to work abroad by your firm. The service offers you:

more comfort, privacy and is lower in cost!
a choice of interior style which makes you feel as relaxed if at home
offers you a range of services and facilities, including maid service
each apartment will always have a kitchen or a kitchenette equipped with a refrigerator, cooking and washing up facilities.

Mansley Apartment has access to over 500 serviced apartments worldwide which can be rented for 1 day through to months at a time. It belongs to a London group which has owned and serviced apartments for almost 50 years. The serviced apartments are well located in all international hubs including London, New York, Hong Kong, Singapore etc., and founded on personal relationships built up over years with property management.

Whether this is a service for you or one of your Partners of staff, why not look up: www.mansleyapartments.com or contact them directly for personalised advice: tel.: + 44 (0) 207 373 4689, email: assistance@mansleyapartments.com, quoting “TTPB.8.11”

Leadership and Management Launch Singapore

2011-07-29T12:07:00.001+01:00

With firms like Clifford Chance undertaking a massive onslaught on Asia, and other firms such as Ince and Co firming up their relationship there with Ince Singapore, the Asian scene is where many firms are building a presence (Ref: http://www.thelawyer.com/1008460.article).

In addition the Singaporean Government have invested heavily in creating Maxwell Chambers as their base for establishing Singapore as The International Centre for Arbitration. Singapore is seen by many in Asia as a comfortable stepping stone into Hong Kong, China, and Australasia, hence the growth in legal and other professional services.

In response to this we are opening up services in Singapore as part of our Asian Business Development strategy. Patricia and colleagues will be there in early - mid October 2011 to meet key contacts and clients. They are available for in-house modular, bite sized (90 minute) Development Programmes, as well as Coaching on a 1:1 basis. It is anticipated that over the coming months and years we will build connections and relationships with like minded Consultants and providers, whilst at the same time undertaking regular visits to be able to provide services that are being described by several Magic Circle firms as currently missing from the legal and professional market in Singapore.

Madness not to Mentor: is this for everyone?`

2011-07-25T12:02:00.000+01:00

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:

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

The most successful mentors are often also coaches though not to the same individual. There has to be a clear division between the responsibilities and time by the leader to ensure performance is enhanced and sustained to meet targets by their team members, and providing that extra mentoring support to someone usually not directly reporting to them.

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.

How would you fare in front of a Parliamentary Committee?

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With everyone glued to their televisions recently watching Rupert Murdoch and his management team along with Sir Paul Stephenson and his leadership team being quizzed, how well do you think you would do under such stressful and tricky times?

Apparently Rupert Murdoch makes very few interviews and therefore had to have intensive media coaching and training just before he went on to prepare him for what was about to happen. Whilst no one anticipates the nightmare situation that they are in, being sure you don't lose your cool or stammer or have rapid eye movement which belies honesty or feeling that you need to rub your sweaty palms on the side of your leg, which all just tell us how deeply uncomfortable you have become. Body language belies our minds and thoughts!

Shelagh Mcnamara is not only a recognised authority on voice and speech presentation, she is also a RADA teacher and expert in helping clients of ours who are busy Executives, Chairmen and/or Managing Partners improve their presentation content and delivery skills, particularly at times of critical change, impact and media scrutiny. With an international presence she is able to jet into your office, support you to ensure that any presentation by you does not exacerbate the situation.

We also are able to support firms with wider services or presentation skills as well as preparing for those regular video broadcasts that are essential for any global organisation: more on this later.