This is a quick discussion of leadership in law firms – mostly as experienced by those below partner level. Something to think about if you are a partner, and something to think about in choosing who to work with, if you are not a partner. Most of the work inside law firms comes via conversations.
Category - General Management
Judith Glaser’s book, Conversational Intelligence, produced mixed reactions in me. On the one hand it is just a tiny bit self-promoting. Her suggestion that conversational intelligence is right up there as a new intelligence, alongside IQ and EQ, is a bit over the top. On the other hand, despite this reaction, there is some great
In a talent management study in 2008 by McKinsey & Co, 60% of the line managers interviewed agreed with the statement “HR is an administrative department, not a strategic business partner”. Disturbingly 51% of HR professionals agreed with the statement. This finding is not surprising, given that in Australia, with the increasing amount of regulatory
Better strategy through organisational design Corporate strategies, according to the classic definition, consists of the actions a company takes to gain competitive advantage. Executives invest enormous energy into product designs and long-range strategic plans, though many of these initiatives become obsolete as markets and competitors adapt, social norms and regulations evolve and technologies advance. Yet
Know what growth stage your organisation is in: Key executives of a retail store hold on to an organisation structure long after it has served its purpose, because the structure is the source of their power…the company eventually goes bankrupt….
Sloan MIT the importance of analytics: How the smartest organizations are embedding analytics to transform information into insight and then action. Findings and recommendations from the first annual New Intelligent Enterprise Global Executive study.
The new psychology of strategic leadership: Cognitive science sheds fresh light on what it takes to be innovative.
Creating certainty in uncertain times : Information to help leaders and managers deal with uncertainty and help their people do the same. Overview – Findings from LMA’s latest Leadership, Employment and Direction (L.E.A.D) Survey reveal a potentially unhealthy disconnect between leaders and managers and their employees on some critical issues. The extent of disconnection threatens to undermine performance
Challenging conventional wisdom on sales incentives : Some things in life we know are true. The sun rises in the east and sets in the west. And, the best way to motivate salespeople is by offering them commissions. But, what if we are wrong, at least about the last one. What if paying salespeople commission is
Defining and developing reputation: Most executives say reputation is a CEO priority and that attention to reputation will increase in the future, yet the results suggest that companies have room to improve in understanding and appealing to a broad set of stakeholders.Most executives believe their companies’ reputations are equal to or better than those of
Marketing strategies that really work: Many people feel uncomfortable about the word networking, or undertaking networking activity. We often hear from executives we coach who express reservations about networking as being pushy, looking needy or coming across as insincere. So we prefer to describe networking activities as marketing. Marketing is about intelligence gathering and exploration, it is not selling. The additional benefit
Performance appraisals and shareholder value: We know many conventional performance appraisal processes fail to live up to expectations. Learn how organisations can make appraisals work, from a neuroscience perspective.