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Effective Management Strategies for Practice Group Leaders

Effective Management Strategies for Practice Group Leaders


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About the Book

A successful practice group can quickly establish a formidable reputation and at a time of economic downturn, when winning and retaining new business can be critical to survival. There is little doubt that having access to such an extensive and respected source of knowledge and expertise is essential to both existing and potential clients. But in any situation where talented and tenacious professionals are expected to work together towards a common goal, strong leadership is vital. Effective Management Strategies for Practice Group Leaders is a practical guide to getting the maximum value from your practice groups by establishing strong leadership. The report covers topics including: The changing role of today's practice group leader; Assessing team abilities, so that everyone is playing to their strengths; Motivating, driving and gaining commitment within your group; Common communication mistakes and how to avoid them; The pitfalls and benefits of having co-chair or co-head positions; Striking a balance between client work and group management; The challenges of managing geographically diverse practice groups; Demonstrating the value a strong group can add to the organisation; Effective business development, marketing and cross selling to differentiate your practice group; Financial management and the effects of the current economic climate on practice groups; How diversity can be increased at the practice group level and in turn increase business; Meeting and exceeding the expectations of managing partners; Determining and nurturing the skills you need to be a successful practice group leader; Talent management: recruitment and retention; and Capitalising on the practice support functions in your firm. This brand new report includes expert contributions, insight and case studies from those who have achieved high levels of success and recognition in these areas including Morrison & Foerster LLP, Baker, Donelson, Fenwick & West LLP, Patrick McKenna - Edge International, Nixon Peabody LLP, and many more...Introduce proven strategies to deliver maximum performance from your practice groups in challenging times.

Table of Contents:
Part 1: Skills and strategy for practice group leaders Chapter 1: The practice group difference Why practice groups? The role today The skills you need to nurture The importance of getting it right. Chapter 2: Getting what you need Talent management: recruitment and retention Building effective teams Take time to be inspiring Holding effective meetings Peak performance and judging success Communicate with clarity Support and training Building relationships with the management team Managing expectations What it takes to be a leader. Chapter 3: Strategic thinking Business development Marketing Financial management Planning for the future in uncertain times. Chapter 4: Managing change Helping your partners see the need to change Your change tools Helping your partners take action Nurturing your partners to follow-through Conclusion. Part 2: Case studies Case study 1: Buchanan Ingersoll & Rooney PC - The case for collaboration Right for the leadership role Rigorous business planning Case study 2: HBJ Gateley Wareing - A head for business Under one roof Rallying the team. Case study 3: Reed Smith - Implementing diversity Recruiting Staffing Feedback and evaluations Promotion and retention Making diversity a priority In summary. Expert perspective 4: Sherwood PSF Consulting - Building a successful practice group Phase 0 - lay foundations for success Phase 1 - project set-up Phase 2 - raise profile and win instructions Phase 3 - grow and consolidate performance. Case study 5: Nixon Peabody - The 21st century practice group leader Case study 6: Weil, Gotshal & Manges LLP - Running an IP powerhouse Management challenges Effective training. Case study 7: Baker & Daniels - Leading by example Building teams and accountability Tapping into creativity. Case study 8: Powell Goldstein LLP - Time matters Responsive to clients The mentoring role. Case study 9: Paul, Weiss, Rifkind, Wharton & Garrison LLP - A multi-faceted role Making your group appealing The practice group model. Case study 10: Baker Donelson - Making marketing count The Baker Donelson difference How to lead The results Expert perspective 11: Rainmakers UK - Embracing new business opportunities Be the client's strategic adviser Ask for referrals. Case study 12: Fenwick & West LLP - Taking the initiative Background Strategic planning process 2007 Initiative: startup/VC practice Rejected strategic goal measurements Tactics VCS group overview Index


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Product Details
  • ISBN-13: 9781906355357
  • Publisher: Globe Law and Business Ltd
  • Publisher Imprint: Ark Group
  • No of Pages: 97
  • ISBN-10: 1906355355
  • Publisher Date: 01 Nov 2008
  • Binding: Paperback


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