Leadership void in law firms
Nick Humphrey
Chief Executive Officer at HPX Group | Managing Partner at Hamilton Locke
The greatest single cause of churn in law firms is not pay relativities or promotion opportunities, it is friction caused by the direct manager of the staff member.
Firms tend to invest heavily in training our partners and lawyers on black letter law and perhaps even BD skills like networking and pitching, so why not leadership training??Brilliant technical lawyers rarely make a good boss.?There are few people born as natural leaders but it is a skill set that can and should be taught.
At Hamilton Locke, leadership is one of our four core values and we have invested heavily in building out a leadership programme to take our talent on a journey from ‘lawyer to leader’.?In building this program, I interviewed dozens of leaders from different industries, including elite coaches, Olympic athletes, senior officers from the military, and serial entrepreneurs to deconstruct the art and science of leading high performing teams.???
Building deep leadership skills should not only reduce churn but drive higher level of engagement, productivity and innovation in your firm. Collectively building an environment where your people can thrive by embracing the 4Fs – fun, fame, fortune and fulfilment:?
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How do you build a high performing team??What motivates your staff??How should a leader approach a difficult conversation??What is the best way to get people to collaborate??How and when should you give feedback??How do you embrace positive leadership??How do you align culture, values and purpose with you strategy??What is mindfulness??These are some of the foundational perspectives for leadership.
My research culminated in writing Summit Leadership:?Strategies for building high performing teams published by Wolters Kluwer https://shop.wolterskluwer.com.au/items/10078236-0001S. It brings together strategies, habits and hacks of peak performers and the latest research from management theorists.?
?? Change Activator | Author | Mentor+Coach | Catalyst for Transformation ?? Unlocking 12x ROI by Aligning Professional Growth with Personal Fulfillment ?? Helping Teams and Leaders Make Every Day Count
1 个月Nick, thanks for sharing with your network
Inspiring men around the world to embrace their individuality and dress with confidence
1 年Thanks for sharing, Nick!
Life-Performance for Precision, Best-Self Leadership, Self-Mastery & Well-being Faciltator. Mentor.
3 年Agree with you Nick Humphrey. And the quest needs the right mind, body and spirit fuels. Plus a few other best-self attributes on the journey from 'lawyer to leader' to 'lasting' the distance. ??
Trusted by some of the world's largest Professional Services Firms. Amazon #1 Best Selling Author/Keynote Speaker. Talks about #businessdevelopment #professionalservices #practicegrowth
3 年Not just law Nick Humphrey. Most other professional services firms are similar.
Legal Educator| Workplace Wellbeing Advocate | Social Impact Champion
3 年Great article Nick, I will have to get my hands on the book! I think there is a paradox with the word "leader". From childhood, we've been taught that the "leader" is always at the front of the line, is often most outspoken and assertive. Unfortunately this style doesn't make for good leadership in the grown-up professional world, particularly in law firms where leaders have duties and obligations to ensure the psychological safety of the workers under their care. A good leader should be placed at the back of "the pack" pushing forward their best talent and being vigilant to any problems that might arise. In this case, the pack don't need a "leader" at the front, because they already know where they are going.