Houston Chapter Association of Legal Administrators

Transcription

1 Houston Chapter Association of Legal Administrators Steve Wingert February 17, 2016 LEADERSHIP DEVELOPMENT FOR FORWARD-FACING FIRMS

2 Agenda Legal industry today Role of leadership Change management

3 Headlines Lateral Moves Hit Post-Recession High Survey: Firm Leaders Optimistic But Uncertain about 2016 Law School Enrollment Hits 41 Year Low LSAT Scores May have Hit Rock Bottom Citi Report: Managing Partners Losing Confidence in Economy The Governments Dismal Job Outlook for Lawyers

4 Legal Market Trends Business of Law Competition Growth Leadership Development Law Schools Laterals Business Development Client Service: Teams and Relationship Management Cost Management Technology Generations Attorney Succession Compensation Mergers P3: Pricing, Process Improvement, Project Management Outsourcing, Onshoring Other?

5 Technology Workforce Leadership Change Key Implications

6 Technology 69% of the task of paralegals and legal assistants can be automated using existing technologies 26% of attorney tasks can be automated McKinsey & Company Study 2015

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8 Did You Know? Baby Boomer workforce peaked at 66M in 1997 Gen X overtook Baby Boomers in workforce in 2008 Millennials are the largest population group (75.3M), overtaking the Baby Boomers (74.9M) in 2015 In four years Millennials the people born between 1977 and 1997 will account for nearly half the employees in the world. Harvard Business Review - Mentoring Millennials Five generations are in the workforce as Gen Z enters

9 Generations in the Workforce Present Traditionalists Boomers GenXers Millennials Gen Z Workforce in Millions Workforce in %

10 Generational Leadership Focus on personalities and behaviors not age demographics Focus on commonalities, not differences Focus on how groups define job satisfaction and achievement Listening and flexibility one size does not fit all Leadership development, and communication and conflict management Create Diverse/Inclusive Teams Broaden the Perspectives

11 Leadership Business rate of executive incompetence is at least 50%. Between 60 75% of employees report their immediate supervisors as most stressful or worst aspect of their job. 70% of change management initiatives fail. McKinsey & Company: two thirds of executive are concerned with leadership development. Only 7% of training is effective.

12 Leadership What is leadership? Requires: leaders, followers, context Is People, Process, Performance Integrates: Strategy, tactics, accountability

13 Leadership

14 Leadership v. Management Leadership Produces Change and Movement Establishes Direction Clear vision Clarify big picture Set strategies Aligns People Communicate goals Seek commitment Build teams and coalitions Motivates and Inspires Energize Empower Subordinates Satisfy unmet needs Management Produces Order and Consistency Planning and Budgeting Establish Agendas Set timetables Allocate resources Organizing and Staffing Provide structure Make job placements Establish rules and procedures Controlling and Problem Solving Develop incentives Generate creative solutions Take corrective action Adapted from a Force for Change: How Leadership Differs from Management (pp. 3-8), by J.P. Kotter, 1990, New York: Free Press

15 Implications of Poor Leadership Bad/Ineffective Decisions Values Issues Lack of Vision and Strategic Direction Disengagement - Bad Attrition Reduced Productivity Decreased Profitability

16 % Change Change Efforts Successful Fail

17 Based on the books and articles by John P. Kotter 2012 Harvard Business School Publishing

18 Based on the books and articles by John P. Kotter 2012 Harvard Business School Publishing

19 Steps for Change Create a Climate Increase urgency/need Build the guiding team Get the vision right Communicate for buy-in Engage and Enable Empower action Create short term wins Implement and Sustain Don t let up Make change stick

20 Growth How do you maintain your current position? Actual Bottom-line Growth Client Service/Succession More business in the door Improved efficiency Process Improvement Project Management

21 Client Succession/Transition Goals Retention of clients Consistent and ongoing process Long term planning Client involvement in process Talent

22 Client Succession/Transition Requirements Leadership support Clear business case Available and capable next generation Sufficient time for transition Agreed upon transition date Transition from the client s perspective

23 Importance of Challenges in Different Industries Deloitte, Global Human Capital Trends 2015

24 How important is 'living the values' to the success of your business? Not important at all Not important Neither Important nor unimportant Important Very Important Roffey Park Institute 2015 Ethics and Values Report

25 Values Motivations Behaviors

26 Characteristics of Strong Teams Conflict doesn t destroy strong teams the focus is on results. Strong teams prioritize what is best for the organization, and move forward. Members of strong teams are committed to their personal lives, as they are to work. Strong teams embrace diversity. Strong teams are magnets for talent.

27 Thank You! Steve Wingert Principal Nesso Strategies (o) (c) Certified SDI Trainer Leadership, Communications, Relationship Development Strategic Planning Process Improvement Business Development Coaching Client Service Interviews Client Service Team Development Firm/Leadership Retreats