GROUP EFFECTIVENESS – CASE STUDIES
(1) LEADERSHIP AND MANAGEMENT DEVELOPMENT
We worked with a firm looking to develop a diverse set of senior associates towards partnership or a more senior role within the firm. There was a recognition that certain new skills might be needed to perform the roles. An initial analysis involved individual discussions with partners, participants and the support heads and three modules were designed covering practice management, leadership and business development. Topics covered included financial management, profitability and pricing, cross-selling, client care, beauty parades, winning new clients and managing pressure.
The modules were structured to include exploration with the firm on the key issues, input on the theories and principles relating to the topic, identification of tools and techniques and an opportunity to practise the skills. Input from the firm was led by the Managing Partner, COO and Head of Business Development and the programme allowed for a mix of learning styles ensuring there was time for input, reflection, discussion and practise. Over 18 months all the firm’s senior associates had the opportunity to participate.
In addition to the considerable skill development experienced in the three key competency areas there were two other significant benefits. Firstly, the opportunity for individuals to come together from across departments to share understanding, identify common challenges and to learn from each other. Secondly, this key group of associates had the chance to interact with the firm’s management. Feedback from the programmes highlighted an increase in motivation, improved confidence for taking on more senior roles, greater ability to cross-sell, increased commercial effectiveness and stronger engagement in firm-wide issues. It was recognised that retention of key staff would be more likely and that deeper client relationships would develop, thus helping to increase profitability.
(2) MANAGING CONFLICT
We worked with a group of senior associates preparing for partnership in a top law firm. It was identified that they needed to improve their ability to manage conflict within the firm and also with clients and other lawyers in order to lead more effectively, manage upwards with more confidence, be more constructive on firm-wide issues and develop deeper and more lasting client relationships.
As part of a management development programme, a module on managing conflict was designed. The participants explored issues that led to potential conflict and their responses to situations in which their wishes were different to those of others. Using a diagnostic tool, participants were able to assess their responses against two basic dimensions of assertiveness and cooperativeness. Participants were encouraged to consider a wider range of possible responses according to the demands of the situation such as competing, accommodating, avoiding, collaborating and compromising - understanding the benefits and limitations of each response.
Participants reported that the programme gave them more insight into how they instinctively responded to conflict and more confidence about developing a range of responses. This was seen as particularly helpful in work-based negotiations, handling difficult clients and influencing firm-wide matters more confidently, all of which had the added benefit of helping people reduce their stress levels.