leadership and change
DESCRIPTION
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’ - PowerPoint PPT PresentationTRANSCRIPT
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PETER SCOTT CONSULTING
Leadership and change
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PETER SCOTT CONSULTING
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’
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PETER SCOTT CONSULTING
Developing your ‘vision’
‘Vision is the art of seeing
things invisible’
Jonathan Swift
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PETER SCOTT CONSULTING
Today is about challenging your thinking
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PETER SCOTT CONSULTING
Challenging everything about your firm as it is today
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PETER SCOTT CONSULTING
However something needs to be present first…
Leadership
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PETER SCOTT CONSULTING
Leadership…
Thinking and visionaryChallengingInspirationalAbility to take partners with youA determination to implement change
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PETER SCOTT CONSULTING
Challenging leadership
That challenges everything Above all leadership that is prepared to face up to a firm’s SACRED COWS
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Your Firm?
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PETER SCOTT CONSULTING
Do you recognise any of these?
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PETER SCOTT CONSULTING
Are you forever pushing at a closed door?
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PETER SCOTT CONSULTING
Is this one of your major problems?
This will happen to your talent unless………
TALENT£
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PETER SCOTT CONSULTING
Do you have partner behaviour issues?
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PETER SCOTT CONSULTING
“That’s a great idea …for the rest of you!”
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PETER SCOTT CONSULTING
“Heavyweight gorilla”
“You can’t manage me.
I’m a big biller!”
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PETER SCOTT CONSULTING
“Ahh…only five more years to go”
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Can you answer ‘YES’ to the following questions?
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PETER SCOTT CONSULTING
Is your firm firing on all cylinders?
Answer – Yes / No
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PETER SCOTT CONSULTING
Are all your partners hungry?
Answer – Yes / NO
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PETER SCOTT CONSULTING
Do you have the ‘right partners’ on board to help you achieve your goals? Answer – Yes / No
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PETER SCOTT CONSULTING
Are all your partners prepared to be managed?
Answer – Yes / NO
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PETER SCOTT CONSULTING
Are all your partners prepared to be accountable?
Answer – Yes / NO
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PETER SCOTT CONSULTING
Do your partners have sufficient financial discipline?
Answer – Yes / NO
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PETER SCOTT CONSULTING
Can you say your firm has no under performing partners?
Answer – Yes / NO
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PETER SCOTT CONSULTING
Should all your equity partners really be equity partners?
Answer – Yes / No
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PETER SCOTT CONSULTING
Are there sanctions on a partner who refuses to comply?
Answer – Yes / NO
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PETER SCOTT CONSULTING
Is it clear who is running your firm?
Answer – Yes / NO
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PETER SCOTT CONSULTING
Are you prepared to change every ‘NO’ to a ‘YES’?
Answer - ?
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PETER SCOTT CONSULTING
Are you prepared to provide the LEADERSHIP required for change?
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PETER SCOTT CONSULTING
Developing the vision - where to start?
Strategic planning is a process of:Logical analysis of internal / external forcesPlanning and decision-making based upon that analysis
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PETER SCOTT CONSULTING
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)
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PETER SCOTT CONSULTING
Differentiate strategy from…
An unrealistic and unachievable wish list
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PETER SCOTT CONSULTING
Strategy is a continuous journey…
focus on BIG ISSUES make decisions
implement decisionsbank progressmove on
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PETER SCOTT CONSULTING
Factors influencing change
Changing needs of clientsTechnological advancesEconomic and political forcesCulture of firms
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PETER SCOTT CONSULTING
In partnerships there is a particular need to focus on…
Internal attitudesExternal perceptions
in order to formulate a realistic plan
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PETER SCOTT CONSULTING
Testing the strategy
Internally – with partners and staffExternally – with clients and referrers
(it is good client relationship management to talk to your clients)
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PETER SCOTT CONSULTING
Internal attitudes
CultureValuesBehaviour
What kind of firm do we want to be?
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PETER SCOTT CONSULTING
Take an internal reality check
Issue a confidential partner / staff questionnaire to find out what your people REALLY think about your
firm.
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PETER SCOTT CONSULTING
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’
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PETER SCOTT CONSULTING
Take an external reality check
Commission an external survey of:Client/referrer opinionsClient/referrer reasons for using othersAnalysis of firm’s performance viewed by clients/referrers Benchmarking against competitors
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PETER SCOTT CONSULTING
What can a law firm learn from a client perception survey?
Highlights issues that need to be addressedPartners should not go into ‘denial’
‘they are not talking about us’! or ‘its not true’!
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PETER SCOTT CONSULTING
For example….
Which parts of our firm are we going to:
Grow / invest in?Dispose of?
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PETER SCOTT CONSULTING
What should be our realistic objectives in….
2008 / 9?
2009 / 10?
20010 / 11?
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PETER SCOTT CONSULTING
2008 / 9?
WE ARE GOING TO earn PEP of£[ ]K
Is this realistic? – must be testedDo we all want this?
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PETER SCOTT CONSULTING
Above all…
Be realistic
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PETER SCOTT CONSULTING
Differentiate strategy from…
Implementation – ‘the making it happen’
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PETER SCOTT CONSULTING
A continuous journey…
focus on BIG ISSUES make decisions
implement decisionsbank progressmove on
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‘A little less conversationa little more action please’
Elvis Presley
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PETER SCOTT CONSULTING
Implementing decisions
Question Why do many partnership strategies
fail?Answer?
Failure to implement agreed plans
Why?
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PETER SCOTT CONSULTING
Why?
The nature of partnershipsPeople businesses
Need to take your people with you on the journey
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PETER SCOTT CONSULTING
Ideas to help you on the journey
SkillsKnowing your partnersAccountabilityTiming Leading by exampleUsing the TEAMJust doing itSanctions
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PETER SCOTT CONSULTING
Are your skills up to the task?
Your people skillsInternal resource?
orExternal advice?
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PETER SCOTT CONSULTING
Knowing your partners
What makes them ‘tick’?What makes them insecure?How will they react?How do we limit ‘fall-out’?
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PETER SCOTT CONSULTING
Partner accountability
‘We have no room for those who put their personal agenda ahead of the interests of the clients or the office’
David Maister
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PETER SCOTT CONSULTING
Accountability
Do your partners just pay ‘lip service’ or do they live it? Consider an ‘accountability statement’
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PETER SCOTT CONSULTING
Timing
Strike while the iron is hotTurn decisions into action – fastAssign tasks and responsibilities
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PETER SCOTT CONSULTING
Leading by example
Leadership is crucial for changePractice what you preachLive the strategy
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PETER SCOTT CONSULTING
Use the ‘power of the team’
TEAM?
TogetherEach Achieves More
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PETER SCOTT CONSULTING
Harness the ‘power of the team’
Create ‘champions’
Use ‘task forces’
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PETER SCOTT CONSULTING
Just do it!
Judgment Knowing your partners80 / 20 ruleNeeds courage
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PETER SCOTT CONSULTING
Sanctions
Necessary?Choice of sanctions?Do they work?
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PETER SCOTT CONSULTING
Bank progress – move on
Incremental journey? or
Quantum leap?
Knowing your partners
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PETER SCOTT CONSULTING
A final thought…
“Change before you have to”
Jack Welch
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Any questions?