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?
Justin 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….