Nat Slavin is a partner in the Wicker Park Group, a consultancy focused on helping law firms strengthen and deepen their relationships with in-house counsel through client feedback and other client facing programs. Nat has met with more than a thousand law firm clients – in-house counsel, chief legal officers, legal operations executives and business leaders – getting feedback on what drives the most successful relationships and greatest client loyalty. What do clients want f
How do you prepare new managers to be effective leaders? Many corporations have comprehensive training programs for new managers, but law firms have typically not offered specialized training for new staff managers or lawyers who transition from sole contributors to managers of staff, deal or matter teams. This is beginning to change, with more firms dedicating training and professional development resources for new managers. New managers face a number of leadership challenges when they ta
The legal profession, marketing technology, and clients’ buying habits are changing dramatically. Lawyers need to think differently about marketing, lead generation, big data, project delivery and leadership. Here are 10 things that should be on your radar, starting now. 1. Data-driven business development. At the 2016 Legal Marketing Association Technology Conference, JD Supra’s Adrian Lurssen demonstrated how they are using readership data to help law firms identify highly engaged prospects an
When I started consulting, I met with an old friend who had been consulting for more than two decades. “You need to communicate the cost of doing nothing,” he advised me. “If firms understood the high cost of not investing in leaders, they will be more likely to start a leadership development program.” Easier said than done. Intuitively, managing partners know that investing in the development of practice group leaders, new and mid-level partners and the C-suite pays off in more effective client
Here are a few books on leadership that I recommend: The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t Robert Sutton The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action Robert Sutton and Jeffrey Pfeffer Leadership Is An Art Max DePree Committed Teams: Three Steps to Inspiring Passion and Performance Mario Moussa The Art of Thinking Clearly Rolf Dobelli Quiet: The Power of Introverts in a World That Can’t Stop Talking Susan Cain Learn
LAW FIRM PARTNERS, TALENT EXPERTS, AND STANFORD LAW STUDENTS JOIN FORCES TO TACKLE GENDER PARITY THROUGH INAUGURAL WOMEN IN LAW HACKATHON Diversity Lab, in partnership with Stanford Law School and Bloomberg Law, launch the Women in Law Hackathon aimed at advancing women in the legal profession DENVER, March 9, 2016 – Fifty-four top law firms have signed up to participate in the Women in Law Hackathon, a new Shark Tank-style pitch competition aimed at generating innovative ideas to close the gen
Do millennials, Gen Xers and baby boomers in the U.S. have different beliefs about what makes a leader effective? While it’s commonly believed that the generations’ preferences are substantially different, research from the Center for Creative Leadership shows when it comes to leadership, the generations are more alike than different. Read the article here.
Knowing oneself is the best way to begin understanding others. That’s why we often start a leadership program with some sort of assessment, such as Myers Briggs, the Change Style Indicator or FIRO-B. Chris Musselwhite, writes in INC. about the benefits of self-awareness: “It’s easy to see how pretending to know everything when you don’t can create situations that can be problematic for your entire organization. On the other hand, when you take responsibility for what yo