people motivation and avoiding disputes april 2012

PARTNER PERFORMANCE

Managing others (and underperformance) in employees and partners.

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.

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;

The Principals

You 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;

Principals Part 2

6. 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.

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......

Typical Law firm needs

People To Recruit Retain Train (or retrain) Reward Motivate

Suitably qualified staff

Skills Legal Management Client care Marketing/Client

development Administration

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;

What about ambition?

Career path for partners; Career path for solicitors; Career path for professional management

team; Career path for support staff;

Habitual Failures in law firm managers

1. 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)

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...........

Why look at your people management?

People are law firms way of earning income (fees);

People are the greatest asset or weakness of any law firm;

Competence Motivation Loyalty Separate your firm

from your rival firms

“We need top class people in all roles!”

Assessing your needs?

Technical expertise; Depth of experience

required; Numbers in team (at

different levels); Size of team (and

firm); Specialism's.

Ability to manage and delegate work;

Case management needs;

Training; Supervision; Maximise productivity; Quality of people.

We now are going to focus on performance 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.

The Golden Rules

1. 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

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?;

Lessons from the Rugby Pitch?

Sir Clive Woodwood lead England to Rugby success in the World Cup in 2003;

In his autobiography he talks about motivation whilst selling Xerox photocopies in the 1980’s.

Team meetings; Review of

performance; Personal standards

being set and adhered to;

Woodwood....

When appointed England coach he set out the standards expected of “his” players – in a different context;

He made the players understand the process of getting success and being part of a team – it is a valuable lesson.

Team goal – make them work as a team;

Collective motivation to add value to clients and lawyers;

Removes a common “isolation” issue for law firms and teams;

A manager/employee relationship

Simple tips

Delegation

Who to?; Why?; Why am I doing this?; What is stopping collaborative working with

some more junior doing the donkey work?

Delegation

Hard The person delegated to

has the necessary skills; experience and time to undertake the task;

They may need to apportion resources;

“Key” client means you want to retain some contact/feedback.

Soft Insufficient skills and

experience; A learning curve will exist; Full explanation needed

(communications skills); Clear guidelines and support

are required; Work will be checked –

feedback essential to ensure skills and experience are enhanced.

Why delegate?

The perfectionist

Practical tips

Practical Tips

Specific

Measurable

Achievable

Realistic

Time-limited

Use the mnemonic to guide you when giving feedback.

The motivation crossover

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

people motivation and avoiding disputes april 2012

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