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  • Produktbild: Effective Practice Group Leadership
  • Produktbild: Effective Practice Group Leadership

Effective Practice Group Leadership Second Edition

267,99 €

inkl. gesetzl. MwSt., Versandkostenfrei

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

07.06.2022

Verlag

Globe Law and Business Ltd

Seitenzahl

120

Maße (L/B/H)

23,4/15,6/0,8 cm

Gewicht

205 g

Auflage

2nd edition

Sprache

Englisch

ISBN

978-1-78742-869-0

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

07.06.2022

Verlag

Globe Law and Business Ltd

Seitenzahl

120

Maße (L/B/H)

23,4/15,6/0,8 cm

Gewicht

205 g

Auflage

2nd edition

Sprache

Englisch

ISBN

978-1-78742-869-0

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: Effective Practice Group Leadership
  • Produktbild: Effective Practice Group Leadership

  • Executive summary vii

    About the authors xi

    Chapter 1: Role and responsibilities of practice group leaders 1

    By Susan Saltonstall Duncan, president, RainMaking Oasis

    Introduction 1

    Attributes that make effective practice group leaders 2

    Practice group leader as strategist 3

    Practice group leader as financial steward 7

    Practice group leader as talent manager and coach 9

    Ways to accelerate practice group leader effectiveness 11

    Chapter 2: The practice group leader as change agent 13

    By Susan Raridon Lambreth, principal, LawVision Group, and Dr Larry Richard, founder and principal consultant, LawyerBrain LLC

    What does it mean to be a change agent in your role as a PGL? 15

    What else does a PGL need to be a change agent? 15

    Benefits of being a change agent 22

    Chapter 3: Rethinking what your practice group is and might become 25

    By Michael Roster, former general counsel of Stanford University and former managing partner of Morrison & Foerster's Los Angeles office

    Some law firm examples 25

    A non-law firm example 27

    Platforms 28

    Conflicts 30

    Privilege 30

    Possible transition 31

    Chapter 4: Innovation in practice management 33

    By Jonathan Fortnam, dean, Aston University Law School

    Introduction 33

    Practice management – a law firm perspective 33

    Practice management – another perspective 34

    Pricing – a client perspective 36

    Alignment – a new perspective 36

    Innovation – a different perspective 37

    Time for lunch 39

    Redesign to align 40

    A final perspective 42

    Chapter 5: The increasing presence of non-lawyers in practice groups 45

    By Neil Lloyd, managing director, FBC Manby Bowdler

    Driving digital transformation 46

    Developing a people-first culture 47

    The new business advantage 49

    Bringing something new to the boardroom table 50

    Chapter 6: Leading the practice group to sustainable profitability 53

    By Norman K. Clark, managing principal, Walker Clark

    Practice group financial management – the law firm's transmission 53

    Four essential elements of effective financial leadership of a practice group 54

    What makes your practice group profitable? 55

    Understanding the client base 62

    Realistic and comprehensive business planning 64

    Relentless and continuing attention to quality 68

    Where the action is 69

    Chapter 7: Developing a practice group pricing strategy 75

    By Colin Jasper, principal, Positive Pricing

    Introduction 75

    Targeting clients and services 76

    Setting prices 77

    Justifying why we should be chosen, even if we are more expensive than competitors 79

    Managing matters 80

    Conclusion 81

    Chapter 8: Focusing your practice team on industry clients 83

    By Patrick J. McKenna, internationally recognized author, lecturer, strategist, and seasoned advisor to the leaders of premier professional service firms

    It is not what you call the industry, it is what the client calls itself that is most important 84

    As all industries eventually mature, they naturally fracture into multiple sub-industries 85

    There are some areas of opportunity that initially defy simple industry categorization 89

    Industry sector expertise is a key differentiator 89

    What makes industry sector expertise a meaningful differentiator? 90

    Chapter 9: Implementing the balanced scorecard at the practice group level 93

    By John Sterling, founding partner, Sterling Strategies, LLC

    The balanced scorecard – an overview of Kaplan and Norton's system 93

    The balanced scorecard in its most basic form 94

    The balanced scorecard as a management tool 95

    Implementing the balanced scorecard at the practice group level – a “how to” primer 99

    Chapter 10: Coaching for practice group leaders 107

    By Hannah Beko, lawyer, author, and founder of Authentically Speaking, a coaching and training consultancy to the legal profession

    Mindset matters 108

    Why do practice group leaders with a growth mindset stand out amongst their peers? 109

    Coaching questions encouraging self-reflection 111

    What attributes create a great practice group leader? 112

    About Globe Law and Business 119