“Executive presence” is for many people I talk to in law firms a “know-it-when-you-see-it” kind of thing. While they may be confident that they can tell you who has it, or more often in the context of lawyer coaching, who doesn’t, they may struggle to define it clearly. None of this is a surprise since it is often thought of as the X factor. In practice, executive presence (EP) is fuzzy concept– it can be elusive.
Wouldn‘t it be great if every law firm had a coaching culture?
I don‘t say this as someone whose business involves selling coaching to law firms, I say it as a coach. As someone who’s an advocate for coaching, someone who believes that everyone who’s open to the process would benefit from coaching. I say it because I have seen first-hand the transformation that coaching can bring to individuals, both professionally and in life in general.
As artificial intelligence continues to evolve, the possibilities of a more human-like experience of AI open up. And, with that comes the possibility of an AI career coach that is able to bring new techniques and approaches to executive coaching. In ‘Your Next Career Coach Might Just Be an AI’, published on LinkedIn, Nicholas Jelfs-Jelf takes a look at what the future may hold.
It is a universal, albeit ironic, truth that by listening to those who are leaving your firm, you can more actively focus your retention initiatives so as to hold on to people you want to keep.
Lateral hiring is a peculiarly difficult business. And there’s no shortage of legal industry commentary to make you think twice about its efficacy as a growth strategy. But let’s assume that despite the frustrations and the doubts, you continue with your hiring.
In a 2013 interview with the New York Times, Laszlo Bock, Google’s Senior VP of People Operations, surprised the HR world by admitting that the way the company had been interviewing candidates for over a decade was severely flawed.
In our first article, we discussed the challenges law firms face in confronting succession issues. In this article, we offer a succession planning outline for firms that are ready to take on the challenge.
A lack of succession planning is a leadership and cultural issue – one that may, at some point, have a significant impact on the stability of the firm. So why do law firms procrastinate taking the issue on, and why does it seem like such a herculean task?
Lawyers may leave a typical training program equipped with a new skill - at least in the abstract sense - but not necessarily with any guidance on how to develop or refine it over time. And, most likely, time constraints mean that a training program design doesn’t allow for learners to practice their new skills. Coaching, on the other hand, enables participants to explore and hone their new skillset through a guided and individualized process.