24.02.2009

Lawyers & Legal Firms Tackling Competitive Meltdown and the Recession in Edinburgh, Cardiff & London

I have worked with Legal Firms for over 20 years.  Never have they been under so much threat from their competition.  It's true for all the key cities including those with Governmnetal institutions. such as in London, Cardiff and Edinburgh.

There has never been a better time for Legal Firms to review their business and their future.  To aid the process I have developed a Discussion paper outlining the process we undertake to help them reach the next level of performance.

Click here for a case study on corporate change for a Legal Firm››

Click here for the Discussion Paper››

02.02.2009

Rules for Stifling Innovation & Change

Often when we are surrounded by uncertainty and threat we may adopt less than a positive leadership or management style.

Act Your Age & Not Your Shoe Size

Just when we need to input of others to help us through the recession defensive management can kick in.  Note, are you, your colleagues or any of your direct reports adopting this style.

• Regard any suggestion from below with suspicion because it is new and because it is from below.
• Guard data carefully.  People may justify their requests for information.   You don't want data falling into the wrong hands.
• Insist that people who need your approval to act go through several other levels of management to get their signatures first.
• Express your criticisms freely and withhold praise.  (This keeps people on their toes.)
• Keep people guessing about their futures.   Keep standards vague so people never feel that they have done enough.
• Make decisions to re - organise or to change policies in secret, and spring them on people unexpectedly. This also keeps people on their toes.
• Set up competitions between departments.  Get them to criticise each other's proposals and then choose the winner.
• Never forget that you already know everything important about the business and please avoid the Ars*hole management style as wittingly told by Bob Sutton Business Professor at Stanford University in Connecticut, USA