A Survival Guide for Legal Practice Managers

A Survival Guide for Legal Practice Managers

Invest in Yourself

Tuesday, May 30, 2017

By Stephanie Beard, Human Resource Manager, Harwood Andrews


"What can you do to ensure that you are ahead of the game and you can play above the line?"

Don’t wait for someone else to provide you with opportunities for your professional development, take responsibility for your own career path. Here’s how:

Never stop learning

One thing that we can take control of is how much we want to continue to learn.

It is a competitive world we live in, and committing to professional development can set you apart from your competitor. It can be your point of difference.

It also builds confidence and self-belief. Look for things that are going to give you a broad perspective. Read as much as you can. Social media also provides a fantastic platform to follow thought leaders.

Take control of your career path

The first step is simply to write it down! You need to answer the following questions:

  • Where you are now?
  • Where you want to get to?
  • What you need to do in between?

Really identify where you want to be and how you are going to get there… then fill in the gaps.


But before you do this, you must identify your strengths and the areas where you need further development. Ask yourself the following questions and be honest with your assessment.


Some questions might be -

  • How do I rate my ability to do the job? Where are the gaps? What do I need to focus on?
  • Can I build relationships easily, am I liked and respected?
  • Do people want to follow me? If not, why not?
  • What do I need to do to improve my leadership and interpersonal skills?
  • How do I rate my personal drive?
  • How much time am I prepared to commit to this?


Back this self-review up by seeking out some feedback from other people that you trust, both internally and externally - mentors, HR Managers, Principals and supervisors can all offer valuable insights to help you progress your career.


Review and Adjust

Review your progress and, if necessary, adjust your goals. Start undertaking professional development targeted at addressing your weaknesses and supporting your desired career path. This does not have to be overwhelming - you can start with small goals. Remember that professional development doesn’t take away time, it adds value. It is an investment in yourself and your future – you deserve it!


Professional development comes in many forms

Professional development is not just about advancing your technical skills in what you are doing; it is a whole range of things. Don’t forget to look at your less tangible skills. While it is important to continue to develop and enhance your technical skills, don't neglect building stronger interpersonal skills, emotional intelligence, communication and negotiation skills. The importance of these softer skills in moving your career forward cannot be under estimated.

Have the courage to put yourself outside of your comfort zone; this is when you will grow both personally and professionally.

It can be as simple as joining a professional membership association within the industry that you are working in, learning and consulting with your peers or attending networking events. Speak to your mentor, shadow someone that you aspire to be and learn from them.  Read as much as you can - this is a must!


What have I done?

I have been a member of ALPMA for many years, which has enabled me to deepen my understanding of the legal sector - from understanding trends in the macro environment to driving change in the micro firm environment. It has also given me the opportunity to meet some wonderful like-minded people, where I have formed some great friendships and working relationships with people who I know I can trust and rely on for assistance and support.

I regularly attend conferences where I have been inspired by great speakers from all over the world. Sometimes that is just what I need to reignite my passion and to continue being the best that I can be. You can learn so much at a conference, and it provides a broader perspective. No matter what you are doing, you need to understand the business from a holistic approach. I always walk away from these events with some key take-aways which I can take back to my work place.

I have been involved in the ALPMA Summit Committee for the past three years, where I have been able to learn from my fellow committee members who work in different areas of the legal industry - which has provided a broader perspective. This has also given me the opportunity to chair a panel session and to present at national level. This was outside of my comfort zone, but I felt that real sense of achievement by doing it.

I am a certified member of AHRI, the national body for human resource management and I am involved in the Geelong Regional Committee for AHRI.

I read a lot. I follow the top fifteen thought leaders and coaches in the world on Twitter and LinkedIn. I take the opportunity to read and share articles on Twitter, LinkedIn and Facebook.

Personally, I also invested time in formal study which I paid for myself. I have undertaken two Masters Degrees, an MBA (with a major in HR) and an MBC (Masters of Business Coaching). Undertaking these studies has enabled me to form lots of networks with people outside the industry that I work in. I left school at 16 and returned to study in my early 40’s. Anyone can do it if the motivation is there. Full time work, study and managing a home life was difficult to balance, but I was determined to succeed because I wanted to!

Share your knowledge

Don’t forget to share your knowledge when you do get the opportunity to attend a seminar or a conference, or you have read an inspiring article. You can do this in many ways. Sharing articles on your intranet, writing a report to your Board after attending a conference or taking the opportunity to present at a lunch and learn session. This will help you demonstrate the firm's return on investment in your professional development, help position you as a thought-leader at the firm and encourage others to seek out new ideas.

I have done all the above and, as a result, my firm has sponsored me to attend both the ALPMA Summit and the AHRI National conferences for many years. I know that I am a better HR Manager because of attending seminars, conferences and participating on committees. It is a win/win for both myself and for the firm as I gain a better understanding of what is happening from a global point of view in the world of business and I share that knowledge.

This is the challenge:

Having read this post, ask yourself “What am I going to do to invest in my personal development?"

Take responsibility for your own career now. Don’t wait for someone else to do it for you, by then it might be too late!


About our Guest Blogger

Stephanie BeardStephanie Beard is the Human Resource Manager of Harwood Andrews where she provides both strategic and operational support to the business. Stephanie holds a Masters of Business with a major in Human Resources Management together with a Masters of Business Coaching. She is a passionate HR professional who works closely with the CEO and shareholders of the business to build a positive and supportive culture where everyone can be the best that they can be.





Member Q&A with Dion Cusack

Tuesday, March 21, 2017

In this ALPMA member Q&A, we interview Dion Cusack, Corporate Services Manager at K&L Gates, and recently elected ALPMA Vice President, about his role and view on the legal sector.

What does your role as Corporate Services Manager entail?

My responsibility includes property, facilities, client services, office services, work place health and safety, file audits, risk, quality and business continuity for K&L Gates across Australia.  Basically, it is my job to make sure that everyone at the firm is supported and safe, to keep the lights on, to minimise our risk and ensure we comply with our quality standards.

What motivates you?

I am motivated by delivering the best and most efficient services I can for the firm.  This means I spend a lot of time researching, and working with other areas within the firm to ensure that we are implementing and maintaining best-practice processes and technologies that can support or enhance our service delivery.  This can often involve implementing changes to how services are delivered or provided at the firm, which is challenging and rewarding.   But I enjoy making things happen, bringing people along on the journey and keeping a strong, positive outlook.  My focus is on doing whatever needs to be done to within my domain to ensure the firm achieves its objectives in what is quite a challenging and evolving environment at the moment.

What do you think is the biggest challenge facing law firms right now?

I think firms are facing challenges on several fronts - with increased competition from global and 'New Law' firms combined with pressure from clients to introduce alternative fee arrangements, reduce overall legal spend, and for law firms to provide greater overall value to their clients. Law firms need to reduce the cost of delivering services, at a work product level, and one way to do this is by utilising technology in new ways to introduce efficiencies, as will as ensuring that other business costs are contained.  Firms also need to focus on tangible ways to demonstrate their innovativeness.  All firms say they deliver quality services - but firms need to be able to clearly show and articulate their unique value to their clients.  

This challenge is not new, but remains ever relevant, in that firms also need to fight the war for talent and ensure they have a compelling value proposition for staff which goes beyond just remuneration.  This involves looking strategically at work/life balance and introducing flexible working models for both women and men, and providing tangible support to achieve this, such as technologies that enable working from home to be practical, including supportive leave and other policies.

What are you looking forward to in your role your as ALPMA Vice President?

I am very excited by the opportunities to expand ALPMA's presence in Asia and to extend our collaboration with other bodies with a shared interest in legal practice management and managers. ALPMA is very much focused on its community, and we will continue to look for new ways to encourage engagement and interaction within our community.  I think ALPMA also has a very strong role to play to as an authoritative voice to guide and lead law firms through these changing and challenging times.

Editor's note:


If you would like to know how your firm's compensation strategy compares to similar firms and obtain compelling insights to help you shape your employee value proposition, then participate in the ALPMA Legal Industry Salary & HR Issues Survey

Participation is free and open to all Australian and New Zealand law firms until 31 March, 2017.  

Participate now








About our Guest Blogger



Dion has been the Corporate Services Manager at K&L Gates for the past eight years.  Prior to this, he held accountability for financial and operational management and performance across a variety of organisations and industries. 

He has been a member of the ALPMA Board since 2014, and was recently elected Vice President.  He also serves as the Victorian Chair of ALPMA. 

A seasoned professional leader, Dion's pragmatic and critical thinking skills enable him to achieve innovative, fresh, commercial outcomes that are well calculated, timely, appropriate and original.  

Complemented by skills in human resources, technology, client, brand, strategic development, governance, business improvement and change management, Dion has also acquired specialist skills in audit, compliance, insurance, risk and business continuity management, corporate and commercial law. 

In his spare time, Dion is the founder of a successful real estate investment, development and management firm.




ALPMA Member Q&A with Mark Beale, General Manager at Malley & Co

Tuesday, January 17, 2017

By Mark Beale, General Manager, Malley & Co.


In this ALPMA member Q&A, we interview Mark Beale, General Manager at Malley & Co, who shares his experience in the New Zealand legal industry and discusses what's in store for 2017.

What are you planning on doing more of this year? 

Having just completed eight days in Australia’s delightful Central Coast, it’s hard to personally go past more recreation time, but sadly I can hear the office calling me back. My insightful and pinpoint forecast for 2016 was of there being “change”, I’m going again with that this year. Change as they say is as good as a rest and more of that seems pretty compelling. There is plenty ahead of me on that front. 

On the professional front, I’m looking forward to the ALPMA Summit in Brisbane, which keeps getting better and bigger every year. The opportunity to network for those of us walking similar paths (sometimes as the lone manager in a firm) is incredibly useful and the quality presentations, always return you back to your firm with fresh ideas and inspired and reinvigorated. Professionally too, I have a big year ahead having only just moved into my new role with my firm in October last year. There are some exciting productivity and knowledge management projects, that I’m looking forward to leading for the firm as well as driving our own learning and development program for our up and coming lawyers.

What are you planning on doing less of?


The plan would be to work less but achieve more, I’ll get back to you on that.

How did you get started in the legal industry?

I’ve been involved with legal management in several firms over half my life. I was told several years ago that once you are immersed in law firm management it’s hard to extract yourself. The clairvoyant accountant, has been proven correct. I began my working life as a journalist in NZ but after two years working in London across a range of administration positions, I turned my focus towards management and more particularly systems administration in a legal practice. Things progressed and over the years I have worked in a range of management roles within legal firms involving technology, business development, human resources and finance functions. Oh, how I wished ALPMA existed back then!

After over six years in a smaller commercial and property law practice, last October I moved to a much larger full-service practice in Malley and Co. Having seen off the themes of reconstruction and business change which all Christchurch legal practices experienced after the 2010 and 2011 earthquakes in the city, it was simply time to change and look for fresh challenges that the new firm now offers.

What do you think is in store for the NZ legal industry this year?


I was at the NZLaw Association conference a couple of months ago and John Chisholm, the guest speaker, noted that in his opinion there had been more change in the legal industry over the last five years than in the preceding 30 that he had experienced. I have to agree (although John is older than me). The New Zealand legal industry is not exempt from these changes. Younger practitioners are confident, motivated, looking for development and challenge and expecting that their firms deliver the opportunities and the support systems to make them better lawyers. Pragmatically, the current owners of law firms have to ensure as part of their succession planning that their practice is modern, capable and an attractive proposition for their potential new business owners. Equally, firms have to deliver that same capability and attractiveness to a more savvy, researched and price sensitive new generation of clients. 

There is a lot of work ahead for legal practices in the coming five years on both sides of the Tasman. We are beginning to see the emergence of new providers of specialist support services in New Zealand, perhaps not to the same extent as in Australia yet, but their business propositions offer exciting opportunities for law firms to stay focused on their core deliverables to clients, while contracting out knowledge and practice support services with these new legal service providers. It’s very interesting.

How does ALPMA deliver on its promise to you?

I can’t believe how fortunate we are to have such an organisation providing a wealth of constant professional development opportunities for law firm managers. When I first started in law firm management, the most you could hope for was the ALA management periodicals and the occasional offshore conference. Times have changed. I’m incredibly proud to see how ALPMA has developed over the last few years. The development opportunities, the content we provide and the way it is delivered to managers in the city and countryside of Australia and New Zealand is world class. Finally, and on a more parochial note, I’m also particularly heartened by the New Zealand branch’s growth and how its membership has turned out at each Summit in increasing numbers. That tells me that ALPMA is meaningful, relevant and delivers to its member.


Editor's Note

Now is a great time to become an ALPMA member. Membership is a highly cost-effective investment in developing your leadership and management skills and extending your professional network. It will also give you valuable insights to help you improve your firm's performance in a complex and rapidly changing legal environment. ALPMA membership until 30 June, 2017 is just $A250 (ex GST) and less if you work outside the CBD or in New Zealand. ALPMA also offers generous discounts for firms that support multiple memberships.

Your membership includes free attendance at our regular practice management and Leading Your Firm events, free access to content in the ALPMA On-Demand Learning Centre - and much more. Join now.



About our Guest Blogger

Mark BealeMark is the General Manager at Malley & Co. He brings considerable legal management experience having worked for national and regional legal practices over the past 25 years. As General Manager at Malley & Co, Mark is responsible for ensuring the performance of the business across a range of management functions including finance, technology, business development and team resourcing.

Mark has a particular interest in developing and implementing business initiatives that focus on improving performance and delivering accessible and user friendly service to his firm's customers. 

Mark is a member of the Australasian Legal Practice Management Association and serves on the ALPMA New Zealand Executive Committee and the ALPMA Board.

How to execute on your firm's New Year resolution

Tuesday, January 10, 2017

By Alistair Marshall, Partner, Julian Midwinter & Associates


Many of you probably put together an aspirational list of hopes, dreams and targets for your business whilst enjoying a glass of something nice over Christmas and the New Year. But we all know that most resolutions are forgotten by the third week of January, so I am here today as your conscience, to make sure you deliver on your New Year’s resolution for your practice and get 2017 off to a flying start.

7 ways to ensure 2017 is your most successful year ever



Here are my top seven ideas that you can initiate immediately to bring in work:


  • Pick up the phone to five clients you have not heard from recently, and ask them how they are going. Maybe send them an article you have written, or some relevant research that would be useful to them.

  • Go and visit your top five clients from 2016, and see what else they may need assistance with. Can they refer you to other individuals within their contact sphere?

  • Reach out to five prospective clients from your pursuit list, who match your ideal client profile. If you don’t have the names of specific organisations and individuals, then you will really struggle to make much progress.

  • Buy lunch or dinner for your best five referrers of work. Good things happen when you get out from behind your desk and go and talk to people.

  • Get yourself a speaking gig at an event that will be attended by potential clients. It is a great way to be seen as the expert in your field.

  • Write a thought leadership piece and send it to your database – make sure it’s on a topic of significant interest and value to them and their networks.

  • Attend or host a networking event involving as many of your business contacts as possible.


Over the years, I have learned that when it comes to business development, the more proactive you are, the “luckier” you become at generating more revenue!

And remember that what gets measured, gets improved, so track your efforts and results. For most individuals in professional services firms, key performance indicators tend to relate to financial results, client satisfaction, improving staff morale, and making efficiency gains with internal processes to help profitability.

How are you and your team going to track your progress against these goals?

Whilst no one measurement should be considered more important than another, the number of billable hours produced in the calendar year is usually a critical measurement for most firms.

Winners make it happen; losers let it happen. To hit your New Year goals, you need to start taking action now.

About our Guest Blogger


Alistair Marshall

Alistair Marshall is partner at Julian Midwinter & Associates. Alistair is a business development veteran with three decades experience in UK, Europe and since 2014 Australasia. He leads JMA’s business development coaching and training practice, and was ALPMA’s NSW speaker of the year in 2015.








Personal Reflections on 2016 by ALPMA President, Andrew Barnes

Tuesday, December 20, 2016

By Andrew Barnes, CFO, Lantern Legal Group and ALPMA President


When I think back on our year with ALPMA it is difficult not to dwell on the success of our Summit, held in September at Etihad Stadium Melbourne. The event is growing from year to year and this year to have record levels of attendees and trade exhibitors being added to an exceptional program was something we are very proud of as an Association.

On day one there was something for everyone, but many people still think back to the power of the speech given by Catherine McGregor about her life, her challenges, her opportunities. How she interwove so many relatable snippets into one incredibly moving story was a highlight. We were also fortunate to have:


  • The inimitable Ron Baker as MC
  • Dr George Beaton again reminding us that to stand still will probably mean we go backwards
  • Matthew Burgess taking us down the ‘Lean Startup’ path and challenging us to change and ‘fail fast'
  • Dr Bob Murray reminding us that ‘praise is the biggest weapon in a leader’s arsenal for change’
  • Steve Wingert and Andrew Price talking about change management in law firms in real, relatable language


In 2016 we have maintained our commitment to undertaking research projects aligned with our six pillars of Learning and Development and also the Thought Leadership Award presented annually at Summit. There is often so much that falls from these projects that it can all be quite overwhelming, but our position at ALPMA is that these are not one-size-fits-all and that there is something for every firm to take away and work with. Firms have different cultures and different life cycles and therefore do not fit neatly into the outcome synopsis in research projects. I suggest you have another read and choose something to work with … small steps are better than no steps!

Our research for 2016 is summarised here:


  • Finding quality staff remains the top HR challenge for law firms, more work to be done on diversity and inclusion at firms etc 


Any thoughts at this time of year always extend to thanking our fantastic team of volunteers on our Board and various committees across Australia and New Zealand. Thanks also to our support staff across the Association who do so much behind the scenes to bring our programs to life. We remain absolutely committed to ALPMA’s core promise to members. We are continually pleased with the way our membership engages with the association and enables us to remain aligned with their expectations. As our Board tries to navigate a way through an ever-increasing competitive landscape for professional development providers, we strive to balance immediate member needs with those of an Association who is more frequently competing to hold its’ profile and standing on a national and regional (international) basis. Thanks to everyone who have contributed in some way to us having a great 2016!

As we look forward to 2017 we can expect more than just business as usual. We have provided branches with extra budget funds to develop local initiatives and enhance the offering. This should ensure the core promise to members remains a focus and that there is a greater value proposition through the branch networks. Our National Learning & Development group is planning new workshops to complement existing programs. Our Summit committee has already commenced planning for Summit 2017 in September in Brisbane. We continue to work on collaborative relationships with groups such as the Australian Law Management Group (particularly after the success of our joint foray into Singapore in November), College of Law, CPD for Me and others in this space. It is a challenging time for Associations such as ALPMA but with those challenges come opportunities and we look forward to exploring these opportunities with our members.

Thanks for being part of ALPMA in 2016 and I wish you and your friends and families the very best for the festive season.


Editor's Note

This is the last ALPMA blog post for 2016. We look forward to the weekly posts resuming on January 3, 2017.

About our Guest Blogger

Andrew BarnesAndrew Barnes is the President of ALPMA. He is the financial controller for The Lantern Legal Group Pty Ltd, which practices under the firm names of Sladen Legal and Harwood Andrews.  He works closely with the principals to deliver strategic planning, reporting and budgeting initiatives and applies his robust commercial skills to drive continued business improvement.  Andrew worked in public practice, as well as financial services and broad industry roles prior to joining the firm in 2003




7 strategies for building a high performance culture

Tuesday, December 06, 2016

By Fiona Crawford, GM Human Resources, InfoTrack



‘High performance’ gets thrown around a lot these days as a new buzz word, but few businesses know what it is or how to define it. Everyone seems to be striving for it but many find it hard to articulate what exactly it means for their business. It is not as complicated as it seems – here are some simple steps to cultivate a high performance culture in your firm.

Define what high performance means for your business


High performance is something that should have a unique definition for every firm. What are your firm’s values and how do you expect your employees to fulfil them? What do you want to drive and motivate your employees? How will you define their success? Take the time to map this out – what are the characteristics you would expect from a high performance employee at your firm?

At InfoTrack, we have developed an employee value proposition defined by ‘effort over obligation’ – we expect our employees to come into work with a motivation and effort that overshadows any feeling of obligation. If employees are thinking about obligation, they’re missing out on opportunity - we are always thinking about opportunity and where it can next come from. We don’t dwell on what we are obliged to do and that’s why our workforce is brimming with ideas and innovation, and opportunities never pass us by.

Recruit the right people

Once you’ve defined what high performance means to you, you need to recruit the right people. A robust recruitment process should include clearly defined roles and expectations and be run by someone who understands your firm and its values. It should include multiple interviews with different people within your firm, and interviews should be designed to screen for high performance indicators that you are looking for. At InfoTrack, myself and our CEO take time to interview as many potential candidates as we can because we understand how important it is to our business to hire the right people.

Be transparent about your strategy

Being transparent about your firm’s strategy and goals helps foster a sense of trust and mutual understanding. The more employees understand what you’re working towards, the more enthusiastic and involved they will be. When employees can clearly see how their work is adding to the end goals of the firm as a whole they have a greater sense of purpose. At InfoTrack we have companywide update each 4 months to detail our new strategy to our employees across Australia so everyone knows what part they’re playing to reach our goals.

Don’t underestimate the importance of succession planning

Succession planning is key - be open and honest about opportunities for growth and ensure that you speak to employees about their careers and where they see themselves in the future. The clearer vision an employee has about the future of your firm and their place in it, the more dedicated and motivated they will be. It’s important to ensure there are no single points of failure to keep a business running at top performance.

Track employee engagement

Engagement occurs when employees feel an emotional connection to your firm and its goals. Employees essentially want three things; a meaningful vision of the future, a sense of purpose and great relationships. The more engaged employees feel, the more productive they are, the better service they provide and the longer they stay in their jobs. Engagement fosters a collaborative, empowered, innovative, productive and overall positive environment.

There are a number of ways to track engagement – ensuring open communication with employees along with regular reviews and opportunities for feedback is key. Having a formal system in place such as employee engagement surveys helps to hold you accountable and creates a measuring stick. Employees will appreciate the opportunity to give feedback and will feel that they are being listened to.

Seek out diversity

Diversity should be seen as a necessity in any modern firm. Employing people with a wide range of backgrounds brings a unique mix of talents, perspectives and experiences to your workforce. Having a variety of different viewpoints challenges people to think outside the box and encourages creativity and innovation. Diversity helps to ensure your firm will continue to evolve and can be a significant differentiator in today’s competitive market. It can not only help attract and retain the right employees, but also the right clients.

Recognise achievements

The power of reward and recognition should never be underestimated. Achievements of all kinds should be celebrated, from individual milestones to team and firm-wide efforts. Whether it’s a work anniversary or winning a big case, make sure employees feel acknowledged and appreciated. This doesn’t mean you have to break out the cake for every achievement, sometimes a thoughtful email will do and other times a real celebration will be in order –just make sure you take the time give kudos when they’re due.

Always remember that your employees are your most important asset; they are the face of your firm, they are the ones interacting with your clients every day and they will define your firm’s future. A high performing firm requires a high performance workforce.


About our Guest Blogger


Fiona Crawford
Fiona Crawford is GM of Human Resources at InfoTrack, proud principal partner of the 2016 ALPMA Legal Management Summit.

Fiona has been driving the strategic people agenda to keep pace with the growth at InfoTrack since September 2015. InfoTrack recently won an Australian Business Award for Employer of Choice 2016, and has also been among the Best Places to Work in Australia for 3 years running.

Fiona has a wide range of experience with over 15 years’ human resources, training and coaching across a range of industries including sport, fitness, finance, hospitality and automotive. She has operated her own HR consulting business and worked on start-up HR functions, transformational cultural change programs, mergers and acquisitions, and strategic and operational HR initiatives. Her uncompromising commitment to high performance and continual improvement stems from her sporting background - a two-time medal winning Olympian in softball (Silver 2004 and Bronze 2000).


ALPMA Member Q and A with Jane Ritchard, Finance Director - Wotton+Kearney

Tuesday, November 29, 2016

In this ALPMA Member Q&A, we interview Jane Ritchard, the Finance Director at Wotton + Kearney, ALPMA NSW Chair and recently appointed ALPMA Board Member about her inspiration, career development and experience as a leader in the NSW legal industry.

1.       What has inspired you this year?

Fortunately there have been a few things that have inspired me both professionally and personally this year.  It actually feels like it's been a particularly tough year for many; I've heard quite a few people saying they are looking forward to this year finishing and hoping 2017 will be a better one.  

Professionally, my biggest inspiration this year has been watching the firm continue to grow and mature.  It's been great to be part of a management team that is helping guide the firm through its journey of development and change.  We turn fifteen early next year, which is a great milestone.   The firm is always looking for ways to improve and innovate.

The corporate social responsibility programme at Wotton + Kearney is a real source of inspiration for me.  We choose a new charity to support and partner with every year.  This year it's been So They Can.  They do amazing work in Africa; providing education and housing to try to break the poverty cycle.  There were some great fund raising events during the year, including some of the team going to Kenya to see the programmes on the ground and to run a half marathon in the Masai Mara.  We're partnering with OzHarvest in 2017 which I'm very much looking forward to.  The concept of reusing perfectly good food (that would otherwise have found itself in landfill) for people in need, is so elegantly simple and effective.

On a somewhat micro level and specifically in my area of the business, I'm excited about going paperless in our accounts payable process.  It might not sound like a big thing, but will make a huge difference both to my team and the wider business.  We'll be able to process accounts payable invoices more quickly - without printing anything out and have approval done through online workflows.  That means there won't be any more lost bits of paper, we won't have to file paper invoices and we won't have to archive them and pay for storage for seven years.  

Personally, I've been inspired by the amazing Australian track cyclist Anna Meares.  She announced her retirement a little while ago, after an extraordinary career as our most successful cyclist.  Anna came back from a potentially life threatening accident in a race in 2008.  She went on to win more medals and set more records.  What an awesome role model.

 2.       How did you become the Finance Director at Wotton+Kearney?


Interestingly it was through ALPMA!  I was approached about the position by a colleague that I knew through the NSW committee.  So many roles at this level are filled through network contacts, rather than through more traditional recruitment channels.  

3.       What do you think is the biggest issue facing senior finance professionals in law 

I think the biggest issue we face is keeping up with the pace of technological change.  We need to make sure that we have the best technology; to ensure our finance teams can give fast, reliable and relevant information to the business.  That includes practice management, business intelligence and other ancillary systems (such as expense management, budgeting and accounts payable systems).  We have to make sure that our systems allow everyone in the business to perform the financial aspects of their roles with the least amount of effort.   It can be challenging to build the business case that asks for the commitment of time and resources to implement new or upgraded software.  We are all competing with our IT, HR and BD colleagues for finite funds allocated to technological investment.

It can also be interesting trying to work out what is best for our firms.  We all have subtly different businesses, so what may work really well for one firm, might not be the best for our firms.   Then, once we've worked out what we need, it's important to set up the best resourcing for the project team.  It's very rare to find anyone with much excess capacity in a finance team; so it becomes a juggling act to keep the wheels turning on normal operations whilst an implementation is underway.

4.       What do you think the big challenge for law firms will be in 2017?

For a long time we've been hearing that the ball is firmly in our clients' court when it comes to the provision of legal services.  I think that's certainly the case and I can't see that changing in the short term.  Our clients are becoming more sophisticated in the way they  run their procurement processes and are demanding more for less.  Coming up with appropriate fee arrangements continues to challenge our ingenuity. It's also difficult trying to work out where the next possible disruption may come from.  Sometimes we won't know what it looks like until it's here, so it's tricky to plan for that kind of eventuality.  The challenge is to stay nimble; to be able to respond quickly to threats to our business models.

5.       How has your ALPMA membership contributed to your professional development?


Being an ALPMA member has made my life as a finance professional in the legal industry so much easier.  It has contributed to my professional development in so many ways.  Initially, it provided me with great networking opportunities; giving me access to people who could answer the questions I had about how things worked in law from a financial perspective.  Once I was settled in, I went to the regular lunch time practice management seminars and the annual Summit which helped me learn more about the legal industry as a whole.  I've developed a deeper understanding about the HR, IT and BD aspects of our industry along the way.  It's been great to be able to give back to the ALPMA community by being involved with both the NSW committee and more recently the ALPMA Board.

Editor's Note


Watch the video learn more about Jane's experiences as an ALPMA member.  

If you are inspired by Jane's story and are considering joining the ALPMA community, now is a great time to get on-board.  From 1 December, membership until 30 June, 2017 is just $250 (ex GST) if are a law firm leader or manager working in an Australian capital city - even less if you are based in a region, live in New Zealand or your firm supports multiple members.  

Learn more about becoming a member.  


About our Guest Blogger

Jane RitchardJane Ritchard has nearly 30 years’ experience as an accounting professional. Jane is the Finance Director at Wotton + Kearney, a specialist insurance law firm.  She has also worked in senior finance roles at Curwood Lawyers and Clayton Utz. 

Prior to this, when not travelling, working in the UK or doing contract work, Jane spent 12 years working on and off at Deloitte, progressing from office junior to auditor, to small business practitioner and then to internal finance manager and consultant. 

She is member of the ALPMA Board and Chair of the ALPMA NSW Committee. 






Creating a Culture of Accountability - Rethinking Traditional Performance Reviews

Tuesday, October 25, 2016

By Trudy MacDonald, Managing Director and Founder, Talent Code HR



It’s that time of year again where many businesses are preparing for their annual performance reviews. Once considered a fundamental tool to ensure employee performance that is in line with the business’ values, direction and standards, performance reviews are now often sidelined for tasks deemed more necessary.

Time and time again I’ve heard from business owners not only their struggle to find the amount of time needed to have meaningful performance reviews, but their desire to have them in the first place. It seems that most business owners, rather than seeing them as an opportunity to have open and honest discussion with their employees, see them as stressful, costly, time consuming, and in some cases, doing more bad than good for employee morale.

But can we really afford to rule them out all together? We all know that if we want our business to be great, we need great people. The only way to ensure this is through communicating with our employees how we achieve our definition of “great”, and in what ways they can continue to grow to support that.

To maximise employee growth and performance, we first need our employees to be engaged. If we look at some of the key drivers of engagement, it becomes apparent that rather than completing dismissing the practice of performance reviews, we simply need to reshape them:

  • Role clarity – A performance review that not only reinforces the direction of the business, but the role that each employee plays in this is critical for employees to feel a sense of worth and importance to the business.

  • Feedback – We should not shy away from providing both negative and positive feedback to employees, as long as it’s constructive. Even negative feedback is far more motivating than no feedback at all, which leaves employees constantly questioning their performance.

  • Career and development – One of the biggest drivers for retention and engagement is that all employees have a sense that their skills and role within the business is continually developing. Employees that believe their career to be stagnate are the employees that most need your support, ensuring the performance review focuses around honest discussion about career objectives and potentials, and most importantly, a plan of attack to get there.

  • Values – The culture of your business is underpinned by both the values that are demonstrated and not demonstrated in practice. Ensuring a good culture is key to maximum employee performance, meaning all employees must aware of the values and behaviours expected of them.

The value of performance reviews isn’t to be dismissed, but they must be seriously reworked as we become more aware of the ways to best motivate employees and therefore enhance performance. By setting in place solid objectives and practices for performance reviews throughout the year, rather than in the weeks leading up, both employees and managers are in a better position to seek real value from the process, past simply checking boxes. Frequent informal and formal performance reviews ensure that poor performance or behaviour can be addressed before it becomes any major concern, and constantly addresses the changing nature of business and employees’ roles.


Editor's Note

Interested in learning more about this topic? Trudy MacDonald will be discussing how to build a high performance workforce, retain your high performers and high potentials and create a high performance culture that attracts great people at the upcoming NSW practice management seminar on Thursday 27 October 2016. ALPMA Members can attend this event for free, while eligible non-members can attend for $99. Register now! You will be able view this seminar on-demand from early November!


About our Guest Blogger


Trudy MacDonald
Trudy is an established business leader and human resource professional who specialises in empowering businesses to become great by maximising the performance of their people. She has the unique ability to inspire people to think differently and delivers highly engaging and passionate presentations that deliver real results to business. Trudy's career is founded on an education in Organisational Psychology and spans Australia, New Zealand, the USA and parts of Asia. She has co-founded or played a key executive role in four start-up technology and human resource consulting business, three of which have been acquired by international companies.





An innovative approach to flexible working

Tuesday, September 13, 2016

By Catherine Dunlop, Partner, Maddocks 


Law firms have long struggled with the issue of high turnover rates of its employees.

This stems from a combination of intense competition for talent, the demands made of lawyers, the increasing reluctance of younger lawyers to stay at the one firm for their career and the difficulties that many lawyers have in advancing their careers while accommodating the needs of their families.

In a bid to tackle these issues, the Maddocks Employment, Safety & People (ES&P) team formally started an initiative during FY15-16 to successfully improve its flexible working arrangements. The objective was to retain the talent of our staff by improving their access to a sustainable work-life balance and to actively manage how flexible work occurred in the team. 

Our team's innovative approach to flexible working was recognised when it was selected as the winner of the 2016 ALPMA/Lexis Nexis Thought Leadership Awards at the 2016 ALPMA Summit Gala Dinner at the Medallion Club, Etihad Stadium, Melbourne last week, ahead of finalists Hall & Wilcox, Bytherules Conveyancing and the Nexus Law Group.

Changing infrastructure and culture

To make this initiative successful, the Melbourne ES&P team made a number of significant changes to its infrastructure and culture.

We adapted our policies to ensure flexible working arrangements were accessible and transparent to the entire team.

We introduced a flexibility committee, which met regularly to discuss issues and suggestions for improvement. The team realised that it wasn’t enough to simply ‘allow’ people to work flexibly and that a genuine commitment to ‘encourage’ people to work flexibly while having a rewarding career was a way to keep all in the team engaged and happy at work.

We made two guides for staff. One is a one-page guide on preferences and availability of our team members working flexibly. The second is a more detailed guide on what best suits people based on their availability when out of the office. These guides are intended to maximise their time out of the office, so they don’t feel they need to spend their day tied to their phone and computer, but still keeps them available for client matters and urgent calls. Having these guides allows for transparency about when people are in the office, what suits them and when. It is particularly important for those with carer responsibilities, so that they can genuinely prioritise their time when they are away from work.

Removing barriers to change

To support this initiative, the team have also tackled other issues, which we believed may have posed a barrier to change. This included changing our model of work from time spent in the office to the tangible work achieved. We have also created quality control policies for work handovers, to ensure work is completed on time and there is no competition amongst staff or decrease in quality. We are ensuring the right coverage is available and they have implemented procedures to ensure clear and transparent communications around work responsibilities.

The team implemented formal one-to-one review arrangements for all staff, whether they worked flexibly or not, to see how they were finding the initiative. Staff were invited to talk about how they were working, if they had carer issues, and if they would like the opportunity to work flexibly. This also provided an opportunity for everyone to voice any issues that may have arisen out of other people working flexibly in the team, in a safe, confidential environment.

While the initiative sought to change the infrastructure for existing work practices, the team acknowledged that making a small change in someone’s availability can make a big difference to them and the people in their personal lives. One of the softer aspects of this initiative was to encourage and support everyone to take advantage of flexible working, even if they didn’t need to.

One male lawyer made a small adjustment to his hours so he could drop his child off at school one day a week and come in late. Similarly, one of the senior male partners made a preference to leave early once a week so he could cook dinner for his family on a designated night. Because this was formally acknowledged by a flexible working policy, it made people want to help him. Staff junior to him often encouraged him to leave early because they knew that Tuesday night was his night with his kids.

While this is a nice example of the soft benefits of this initiative, it demonstrates how adopting small changes affected the teams overall cohesion and comradery.

Leading from the top

The leadership shown by the team’s three Melbourne partners has also played a large role in the successful implementation of this initiative. Two out of three partners in the ES&P team have led by example, and work four days a week. We have also encouraged staff to have an email footer and an out of office that clearly indicates their availability. This has normalised flexible working practices and allows for the different arrangements people have on their days out of the office. 

As one partner describes it: 

‘We don’t have people sneaking out of the office and leaving their jacket draped over their chair as if they are still at work. All too often it is easy for people working flexibly to (mistakenly) feel guilty. We wanted to change that mindset and celebrate it.’


The results

Of the 28 people in the team, 13 of those are now working flexibly. This includes two partners, two special counsel, one senior associate, one associate, four team admins and one practice support lawyer. We also now have a male lawyer, who has child care responsibilities, working a nine-day fortnight to support his wife returning to full-time work. We have two job share arrangements.

More importantly, our employees are now thinking strategically about their work-life options within the firm and there is greater awareness of the options available to them, should they need it.

This initiative has led to immediate results.

The most striking is that not one lawyer has left the team in order to take a role either in-house or at a contracting firm (where the demands on a lawyer’s time can be less than those at a large law firm) and the ES&P team has recently seen a 100% success rate of women coming back from parental leave.

Our people are working from home, and from our clients' offices. Clear communication channels exist between staff and there is greater transparency around, and accessibility to, flexible working options. Flexible working is no longer perceived within the team as exclusively for women returning from parental leave.

Offering flexible work arrangements has allowed the firm to create a culture where people feel their skills and knowledge are valued over their availability. Our staff are encouraged to peruse meaningful and enjoyable lives both inside and outside work, without worrying about one taking priority over another. This in turn has seen our staff come to work happier, healthier and more productive.

The benefits of this initiative have helped us build stronger relationships with our clients. Many of our clients are senior in-house lawyers who work flexibly themselves. Recognising their work arrangements through our own experiences demonstrates to clients that our firm's values match their own. Lawyers who now work flexibly are able to better understand and adapt to the availability requirements of their clients, which has fostered greater trust and respect between clients and lawyers.

The successful implementation of this initiative has changed the culture of flexible working in our firm. Our lawyers know that working flexibly will not stop their career advancement and they are still encouraged to take on challenging and rewarding work.

Editor's Note:

Interested readers can learn more about Maddock's innovative approach to flexible working arrangements reading the media release announcing their win "Flexible working is the new normal in law" or by watching the video below:

WATCH VIDEO

 

About our Guest Blogger

Catherine DunlopCatherine Dunlop is a partner in the Maddocks Employment People & Safety Team and was the practice team leader of the Melbourne ESP Team in 2015-6. Catherine practices in work health and safety, inquests and inquiries, and safety and discrimination related employment matters including bullying. Catherine has acted in a number of high profile safety prosecutions and inquests and inquiries in Melbourne and Canberra. She was named Best Lawyers/Australian Financial Review’s Lawyer of the Year in OHS for Melbourne for 2017.

Catherine has a particular interest in flexible work arrangements and helps clients manage the challenges and opportunities of such arrangements. She enjoys mentoring younger lawyers and staff at Maddocks, particularly when they are returning from parental leave and/or are considering flexible work arrangements themselves. Catherine works 4 days a week at work most weeks and has a three year old son who keeps her busy the rest of her time.




Replacing the Annual Appraisal Agony

Tuesday, August 30, 2016

By Ron Baker, Founder, VeraSage Institute 


Appraisal is not the system that drives pay, careers, and status; it is an incidental effect of those dynamic systems. Appraisal is primarily the paper-shuffling that sanctifies decisions already made.  ––Tom Coens and Mary Jenkins, Abolishing Performance Appraisals

Human capital determines the performance capacity of any organisation. Today’s knowledge workers, unlike the factory workers of the Industrial Revolution, own the means of production. Ultimately, knowledge workers are volunteers, since whether they return to work is completely based on their volition.

Consequently, it is difficult to understand the continued reliance on the “annual agony”—the performance-appraisal apparatus. According to Tom Coens and Mary Jenkins, in their seminal book Abolishing Performance Appraisals, over 50 years of academic studies reveal scant empirical evidence of the effectiveness of performance appraisals at actually improving performance.

Despite these facts, firms cling to it an uninformed belief that there is no suitable replacement. Where did this ritual come from?

The Origins of Performance Appraisals


The modern antecedent of the appraisal process was explained by Peter Drucker in his book, The Effective Executive:

“Appraisals, as they are now being used in the great majority of organisations, were designed by the clinical and abnormal psychologists for their own purposes. He is legitimately concerned with what is wrong, rather than with what is right with the patient. The clinical psychologist or the abnormal psychologist, therefore, very properly looks upon appraisals as a process of diagnosing the weaknesses of a man.”

The appraisal tends to focus on weaknesses, not strengths—what psychologists call the “presenting problem.” But good leaders—like good coaches—design performance processes and tasks around a person’s strengths, and ignore—or make irrelevant—their weaknesses.

Deleterious Effects of Performance Appraisals


Performance appraisals have become, to borrow a term from the medical profession, an iatrogenic illness—that is, a disease caused by the doctor. An estimated ten percent of all hospital patients suffer from this type of disease. We need to apply the Hippocratic principle of primum non nocere (“first, do no harm”) to the performance appraisal process.

The following are some of the more serious negative effects of the performance appraisal (PA):

  • PAs are counterproductive to “driving out fear,” the one emotion that Dr. Edwards Deming believed needed to be eliminated to improve human performance;
  • PAs focus on the weaknesses of the worker rather than his or her strengths;
  • Learning is overshadowed by the evaluation and judgment inherent in the PA;
  • Even if PAs convey both strengths and weaknesses, it is human nature for negative feedback to drown out positive feedback;
  • Effective feedback should occur as needed, not on an arbitrary date on a calendar;
  • PAs are a symbol of a paternalistic boss-subordinate relationship based on command and control rather than the knowledge worker being responsible for his or her own development;
  • PAs impose a one-size-fits-all approach that impedes relevant, authentic feedback to different individuals;
  • Too much “noise” surrounds the PA process: discipline or termination, pay raises, bonuses, promotions, and the like, lessening the focus on performance improvement;
  • Ranking people against each other does not help them do a better job. Ranking people, also, by definition, creates “bottom performers,” regardless of the absolute value of their work;
  • PAs devote far too much scarce leadership attention to underperforming employees rather than top performers;
  • PAs are extremely costly to administer relative to their meagre benefits;
  • PAs provide no effective method for holding people accountable for future results, since they focus on the past;
  • Any self-acknowledged weakness by a team member can be used against them, deterring learning and self-development;
  • PAs confuse delivering effective feedback with filling out bureaucratic forms and check-the-box administrative activities that have no connection to strategic purpose or value creation;
  • PAs reinforce a requirement for human-resources departments to keep KGB-like dossiers on team members;
  • PAs create a false impression that a scientific and objective process is being applied to measure individual performance. Yet all PAs, in the final analysis, are subjective and based on judgment;
  • PAs obscure the fact that a firm is an interdependent system, and what matters is the performance of the whole, which is not merely the sum of its components;
  • PAs provide the illusion of protection from lawsuits and allegations of wrongful termination, when in fact they rarely offer that protection—and often backfire in litigation.
  • According to author Daniel Pink in “Think Tank: Fix the workplace, not the workers” (November 6, 2010), “Performance reviews are rarely authentic conversations. More often, they are the West’s form of kabuki theatre—highly stylized rituals in which people recite predictable lines in a formulaic way and hope the experience ends very quickly.”

Replacing the Performance Appraisal


It is time to move to a model where courage is valued over caution, and command and control is replaced with connect and cultivate. Ultimately, it is the intensity of interactions with intelligent people, along with great ideas, that attracts and develops talent—not the efficiency of a firm’s administrative processes.

Three strategic resources replace the performance appraisal system:

  • Key Predictive Indicators for Knowledge Workers
  •  The Manager’s Letter
  • After-Action Reviews

Key Predictive Indicators for Knowledge Workers


A critical distinction is being made between a key performance indicator and a key predictive indicator. The former is merely a measurement—such as the number of patents filed, or new clients—but lacks a falsifiable theory. The latter, by contrast, is a measurement, or judgment, guided by a theory, which can be tested and refined, in order to explain, prescribe, or predict. It is the search for cause and effect.

Knowledge work is not defined by quantity, but quality; not by its costs, but results. The traditional tools of measurement need to be replaced by judgment. And there is a difference between a measurement and a judgment: a measurement requires only a scale; a judgment requires wisdom.

So many firm leaders worry that if they get rid of objective measures, they will introduce subjective bias into the decision-making process. So what? To get rid of bias we would have to give up emotions and discernment, which is too high a price to pay. Neurologist Antonio Damasio has studied brain-damaged patients, demonstrating that without emotion it is impossible to make decisions.

Admittedly, the following KPIs raise rather than answer questions, but at least they raise the right questions. Better to be approximately relevant rather than precisely irrelevant. Enlightened organisations allow their team members to decide which of the following KPIs are most important to track and develop.

Client Feedback


What are the customers saying—good and bad—about the team member? Would you trade some efficiency for a team member who was absolutely loved by your customers? How does the firm solicit feedback from its customers on team-member performance?


Effective Listening and Communication Skills


It is easier to teach reading and writing, which are solitary undertakings, than to teach listening and speaking, which always involve human interactions. But how do you measure listening and communication skills?

Risk Taking, Innovation, and Creativity


How often do employees take risks or innovate new ways of doing things for customers or the company? Do they engage in creative thinking in approaching their work?

Knowledge Elicitation


Aristotle said, “Teaching is the highest form of understanding.” Knowledge elicitation is the process of assisting others to generate their own knowledge. Note that this encompasses more than simply learning new things; it involves educating others so that they are able to generate their own knowledge.

One of the most effective techniques for knowledge workers to learn any subject—especially at a very deep level—is to teach it. How often do the team members facilitate a “lunch and learn” about an article or book they have read or seminar they have attended? How good are they at educating their customers and colleagues?

Continuous Learning


What do team members know this year that they did not know last year that makes them more valuable? This is more than simply logging hours in educational courses; it would actually require an attempt to judge what they learned. How many books have they read this year? More important, what did they learn from them?

One of the objections we hear to investing more in people’s education is “they will leave, and possibly become an even stronger competitor.” This is no doubt true, although a company faces the risk of their leaving anyway. But what if you do not invest in their education and they stay?

Effective Delegator


Peter Drucker believed that up to one-quarter of the demands on an executive’s time could be consigned to the wastebasket without anyone noticing. Does your organisation encourage its knowledge workers to become effective delegators?

Pride, Passion, Attitude, and Commitment


If you thought some of these other KPIs were hard to measure, how would you measure pride? Although not a substitute for actual talent, pride in one’s work, customers, colleagues, employer, and values are critical to operate with passion and commitment.

High-Satisfaction Day


I am indebted to John Heymann, CEO, and his Team at NewLevel Group, a consulting firm located in Napa, California, for this KPI. An HSD is one of those days that convinces you, beyond doubt, why you do what you do. It could mean landing a new customer, achieving a breakthrough on an existing project, or receiving a heartfelt thank-you from a customer. Sound touchy-feely? John admits that it is. But he also says that the number of HSDs logged into the firm’s calendar is a leading indicator—and a barometer—of his firm’s morale, culture, and profitability.

We can’t measure a doctor’s beside manner—it has to be experienced. Efficiency metrics cannot count all the energy, enthusiasm, and commitment that employees decide not to contribute.


The Manager’s Letter


Another practical suggestion to hold people accountable for their future contribution is what Peter Drucker called the manager’s letter, as explained in John Flaherty’s book, Peter Drucker: Shaping the Managerial Mind:

[Setting objectives] is so important that some of the most effective managers I know go one step further. They have each of their subordinates write a “manager’s letter” twice a year. In this letter to his superior, each manager first defines the objectives of his superior’s job and of his own job as he sees them. He then sets down the performance standards that he believes are being applied to him. Next, he lists the things he must do himself to attain these goals––and the things within his own unit he considers the major obstacles. He lists the things his superior and the company do that help him and the things that hamper him. Finally, he outlines what he proposes to do during the next year to reach his goals. If his superior accepts this statement, the “manager’s letter” becomes the charter under which the manager operates.

Procter & Gamble utilizes what it calls the Work and Development Plan, in lieu of performance appraisals, which lays out the work to be achieved in the upcoming year, how it links to the business plan, the measures and timing for success, and expected results.

What makes the manager’s letter so valuable is its focus on opportunities, results, output, and value, rather than problems, inputs, costs, and activities. Performance appraisals can only report on the past, revealing problems, never opportunities.

After-Action Reviews (AARs)



The U.S. Army’s use of AARs began in 1973, not as a knowledge-management tool but as a method to restore the values, integrity, and accountability that had diminished during the Vietnam War.

Reflection without action is passive, but action without reflection is thoughtlessness. Combine experience with reflection, and learning that lasts is the result. What percent of your firm’s time is devoted to improving the work, not just doing the work?

The objective is not just to correct things, but to correct thinking, as the Army has learned that flawed assumptions are the largest factor in flawed execution.

But perfectionist cultures, however, resist this type of candid introspection, as they tend to be intolerant of errors, and they associate mistakes with career risk, not continuous learning. The medical world has an appropriate axiom for mistakes made: forgive and remember. AARs should not be used for promotions, salary increases, or performance appraisals.

Confronting People with Their Freedom


You can’t keep on doing things the old way and still get the benefits of the new way.  ––Thomas Sowell

Because knowledge workers are volunteers, we could learn a lot from the not-for-profit sector. They know how to leverage people’s gifts, whereas performance appraisals are more concerned with people’s weaknesses.

Management thinker Charles Handy has spent his career arguing that organisations are living communities of individuals, not machines. He offers a splendid metaphor in his autobiography, Myself and Other More Important Matters, which I believe is applicable to knowledge workers and the performance appraisal process: the theater.

“There’s no talk of “human resources,” everyone is listed on the playbill, and managers are for things (stage, lighting, etc.), not people. The talent is directed, not managed, by someone who departs after the project commences. The audience feedback is immediate, not one year after the performance.”

Author and consultant Peter Block says, “The real task of leadership is to confront people with their freedom.” Performance appraisals inhibit autonomy and responsibility; they are the buggy whip of the knowledge era—an example of yesterday holding tomorrow hostage. Do we have the courage to replace such an ineffective process?

Performance appraisals are, after all, an iatrogenic illness, which means: physician, heal thyself.


Editor's Note

ALPMA Summit


Ron Baker is the inspirational and challenging Master of Ceremonies for the 2016 ALPMA Summit ‘A Blueprint for Change’ held from 7 – 9 September at Etihad Stadium in Melbourne, together with ALPMA Life Member and CEO of Coleman Greig Lawyers, Warrick McLean. Ron is also chairing a panel session on ‘Reinventing Performance Management’ which also features Jane Lewis, HR Director at Allens and Stephanie Beard, HR Manager, Harwood Andrews Lawyers, and helping delegates pull together the key take-aways from Summit in the final session “Creating Your Blueprint for Change”.


About our Guest blogger


Ron BakerRonald J. Baker started his CPA career in 1984 with KPMG’s Private Business Advisory Services in San Francisco. Today, he is the founder of VeraSage Institute—the leading think tank dedicated to educating professionals internationally—and a radio talk-show host on the www.VoiceAmerica.com show: The Soul of Enterprise: Business in the Knowledge Economy.

As a frequent speaker, writer, and educator, his work takes him around the world. He has been an instructor with the California CPA Education Foundation since 1995 and has authored fifteen courses for them, including: You Are What You Charge For: Success in Today’s Emerging Experience Economy (with Daniel Morris); Alternatives to the Federal Income Tax; Trashing the Timesheet: A Declaration of Independence; Everyday Economics; Everyday Ethics: Doing Well by Doing Good; and The Best Business Books You Should Read.





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