Succession Planning and Generational Change

Succession Planning and Generational Change

  Free Seminar

Recording Date: 21-Jun-2017

Recording Type: Video + Slides

Justin Whealing, Partner, Legal Services, Eaton Capital Partners

Justin is one of the foremost experts on the Australian legal profession. Justin joined Eaton Capital Partners (ECP) in February 2015 and was made a partner in October of that year. He currently heads ECP’s legal services arm. Since joining ECP, Justin has played an instrumental role in the ECP’s growth and that of its clients. He was the key advisor in assisting a leading global law firm to substantially expand its Australian practice within 12 months of entering Australia, helping the firm to more than double its partner headcount in Australia during that time. Justin also played a pivotal role in assisting a top 10 global law firm by revenue to open an additional Australian office in Brisbane and to launch its Sydney corporate practice via the acquisition of a senior law firm practitioner and manager in the Asia-Pacific. Justin has been involved in numerous additional partner search placements for global and national law firm clients. Justin is recognised as a leading Asia-Pacific legal commentator. At ECP he has produced numerous thought leadership pieces, compiled extensive surveys and been engaged to provide strategic analysis and formal presentations by large law firms, corporates and legal bodies. He is regularly featured in national publications such as the Australian Financial Review and The Australian.Former Australian High Court judge Michael Kirby has described Justin as a “force of nature in the legal profession”. Prior to joining ECP, Justin Whealing was the editor of Lawyers Weekly for many years.  In that role, he helped to establish Lawyers Weekly as Australia’s premier online legal publication.


How do law firm leaders ensure they empower their lawyers to forge new ground and cultivate contacts, but not be beholden to key fee earners holding the keys to important client relationships?

in will be exploring how the best managing partners ensure that its clients have invested relationships with a range of staff, and not just the ‘relationship’ partner.

Generational depth is also important with regards to this strategy, as a good law firm and its leadership ensure that strength and key relationships are maintained after their departure.

Non-lawyers in law firms are also vitally important in this process. To ensure strength in numbers and an ongoing legacy, lawyers need to be armed with business development skills and be provided networking opportunities.

Law firms that empower non-lawyers to provide commercial acumen generally find that its lawyers have more opportunities to build a practice via the opportunities they help to create.

Law firms that value client relationships seek engagement and visibility in the key sectors they operate in.

If your culture fosters leadership via an inclusive and entrepreneurial culture, succession planning happens organically.

Via his observations and analysis, Justine will address how the best law firms ensure they do this well, and what pitfalls and traps are to be avoided….

CPD: 1 CPD Unit/ 1 NZ Hour Practice Development and Business Skills

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