Enhancing Your Personal Leadership Skills: Influence and Persuasion

03.06.19 | Posted By: Susan Duncan
Traditionally, firm leaders used a top-down, authoritarian style. Change initiatives, strategic and operational objectives and new policies were announced using a “command and control” approach, dictating what needed to be done and by when. Decisions and outcomes often were predetermined by the managing partner or an executive committee and imposed upon others at the firm. Read More

Accelerate Your Personal Success: Executive Presence

02.20.19 | Posted By: Susan Duncan
Executive presence is comprised of the gravitas/aura you project, the ways in which you communicate, your appearance, the impression you make and your authenticity. It is an essential quality for leaders and critical for all who want to succeed – a combination of traits and behaviors that can mean the difference between advancing or remaining Read More

Practice Groups Part 4: Practice Group Leader as Talent Manager and Coach

01.09.19 | Posted By: Susan Duncan
  Perhaps one of the most challenging responsibilities for today’s practice group leaders is the “people” side of the business. In our prior two posts, we have discussed the Practice Group Leader as Strategist and the Practice Group Leader as Financial Steward. While PGLs often get help from others managing the associates and staff in Read More

Practice Groups Part 3: Practice Group Leader as Financial Steward

12.12.18 | Posted By: Susan Duncan
As firms continue to grow in size and complexity, it often is no longer possible for them to drive, manage and measure the revenue growth of the firm only through the central leadership. The concept of practice groups operating as business units is that they now have primary responsibility for overseeing major aspects of their Read More

Practice Groups Part 1: The Framework and Leadership Role

11.07.18 | Posted By: Susan Duncan
Most law firms have implemented a  practice group structure. Even those firms that retain the traditional, larger umbrella department structure (for example, corporate/transactional, litigation/disputes, regulatory,) most break down the management of the practice into smaller strategic business units that are used to: Organize lawyers and manage talent with specific skills and specialties Develop, execute and monitor Read More

Change Management 2: Strong Leadership and Collaboration are Required to Drive Change

10.24.18 | Posted By: Susan Duncan
Making meaningful and sustainable change will require collaboration and strong leadership. As discussed in Change Management Part 1, effectuating change in law firms is more difficult than other professions and industries and managing partners cite the reluctance or refusal of the vast majority of their partners to change.  Given the dynamic shifts occurring in the Read More

Change Management Part 1: The Framework

10.10.18 | Posted By: Susan Duncan
  The instability, disruption and resulting anxiety in the legal profession at times feels like a roller coaster: ups and downs, twists and turns, peaks and valleys, fast and slow, feelings of risk, exposure and vulnerability and a lack of control over our destiny. We are more or less along for the ride, which admittedly Read More

Make This the Year You Take Control of Your Time!

01.10.18 | Posted By: Susan Duncan
A lot of lawyers are extremely challenged about operating in crisis mode and ending many days feeling they were not productive because they were side-tracked into unanticipated interactions, tasks and requests.  Being organized and able to prioritize is something some people seem naturally to do better than others, but actually are skills that can be learned Read More

Do Your Law Firm Leaders Lead or Manage?

10.26.16 | Posted By: Susan Duncan
Leadership is not a title or a position. The best leaders have developed competencies that enable them to drive their firms forward, think conceptually and strategically and effectively build and rely on teams and networks. According to the 2016 Deloitte Global Human Capital Trends report, eighty-nine percent of companies see leadership as an important or Read More