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Category Archives: Managing Change
Do Partners Really Buy-in to Change at Your Firm?
Most organisations are not good at implementing projects that require people to work differently (eg new appraisal processes, mentoring programmes, key account programmes, new IT add-on systems etc). Programmes get initiated, but often fizzle out before any great added value … Continue reading
How to be More Emotionally Resilient
Work life seems to be getting more challenging. You may find yourself in the middle of a merger and get a new boss you find difficult. For all kinds of reasons, we can end up feeling we have more bad … Continue reading
Why Partners Continue to Underdelegate
The benefits of delegating are clear. Some of the main ones are that there is: Learning, career progression and enhanced motivation for the juniors Potentially lower costs to clients (or higher margins for firms) Freeing up of partner time to … Continue reading
Are Your Partners Business Savvy Enough?
Most firms recognise that they are too focused on transactions and not focused enough on long-term relationships. This blog article explores the issue using the Service-Value matrix. The comfortable place for many firms is to be in the middle of … Continue reading
A Diagnostic to Assess Where Your Firm Really is on Quality
I was really proud when my old firm, Cameron Markby Hewitt (now part of CMS Cameron McKenna), became the first City firm to be accredited as an Investor in People (IiP). The standard helped us improve so many practices, particularly … Continue reading
The Essence of Strategy is Choosing What NOT to Do
These wise words came from the great strategist Michael E Porter. Look at it this way: Can you spend even more hours in the office? Are you only operating at 70% brainpower, with some spare neurons you can call on? … Continue reading
Posted in Leadership and Management, Managing Change
Tagged buy-in, change, change management, energy, Michael E Porter, neurons, projects, start/stop
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Practice Group Leaders Need Your Feedback
It’s hard being a leader of a practice group. Usually they have no more actual power or authority than the other partners – often they are not even the most senior partners. Then they often get what they see as … Continue reading
Selling Strategies for Mid-Size Firms
Are the global elite firms unstoppable? What should mid-size firms do to compete, other than merge to get bigger or get taken over? I believe there are several attractive value propositions for mid-size firms, but they need to be sold … Continue reading
The Camel Fable – a Way of Resolving Dilemmas
A man on his deathbed specifies that his first son should receive half his camels, his second son a third of his camels and his third son a ninth of his camels. Nice and clear. His camels are collected up … Continue reading
Posted in Coaching and Training, Leadership and Management, Managing Change
Tagged camels, dilemmas, mediation
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Why Managing Matters is a Serious Matter
Are lawyers good project managers? Some don’t think so and I’m afraid I probably agree! I run workshops with senior associates on the subject and I usually start by asking the question ‘whose job is it to manage the matter?’ … Continue reading
Posted in Leadership and Management, Managing Change, Strategy
Tagged accountability, delegation, efficiency, Law Firms, matter managing, PMn, supervision
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Tony Reiss 
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