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Transcript of Scottish Young Lawyers’ Association Brand, Strategy & Leadership Andrew Otterburn.
Scottish Young Lawyers’ Association
Brand, Strategy & Leadership
Andrew Otterburn
BRAND
A brand is the attributes by which a firm identifies itself and is known outside and which reflect the way the firm handles its
clients and its staff
James Dallas, Dentons
The 3 components of a brand’s vision
Future environment
PurposeValues
Brand’s vision
De Chernatony, 2006
Values
• Enduring principles that impact our behaviour
• Consider why you left a previous firm?
• What was it that made you say enough is enough?
• Values of trust, consideration for others
Fiona Westwood – Accelerated Best Practice 2008
Examples of values
Values of consideration, respect for others and
teamwork Values of job satisfaction
Values of security and trust
Values of client service, confidentiality and
integrity
Fiona Westwood – Accelerated Best Practice 2008
Using values
• Apply them in practice. For example, values of:
– integrity – behave with openness and honesty
– team work – reward and bonus structure should reflect this
– mutual respect – people must behave in that manner
• Avoid anything that undermines trust and core values
Fiona Westwood – Accelerated Best Practice 2008
What would you say the values of these organisations are:
What would you say the values of these firms are?
• Lindsays
• MacRoberts
• Dundas & Wilson
• Brodies
• Morton Fraser
SUCCESSFUL FIRMS…
Successful firms?
• Understand their brand and its values
• Have a plan
• Have leadership
• It is a business
• Are focused on particular markets/sectors
A FAST CHANGING SECTOR
ebay resolves about 60m disputes a year between vendors and buyers via its online dispute console which allows users to track, manage, resolve or
close disputes –
without the use of lawyers.
Richard Susskind
Quindell Portfolio Plc
...Quindell Portfolio Plc
is a provider of sector
leading expertise in
Software, Consulting
and Technology
Enabled Outsourcing in
its key markets being
Insurance,
Telecommunications
and their Related
Sectors... Rob Terry
SUCCESSFUL FIRMS…
Developing a planWhat is our market?• geographical• sectors
Where are we in that market?
Where are we aiming to be?
What are our values?
What is our overall target market position?
Developing a plan
StructuresLeadership?Key people?
What is our market?• geographical• sectors
Where are we in that market?
Where are we aiming to be?
What are our values?
What is our overall target market position?
Developing a plan
StructuresLeadership?Key people?
Department / team / sector
plans
Merger possibilities?
Technology / outsourcing /
processes
Alliances / networks
What is our market?• geographical• sectors
Where are we in that market?
Where are we aiming to be?
What are our values?
What is our overall target market position?
Developing a plan
StructuresLeadership?Key people?
Department / team / sector
plans
Merger possibilities?
Technology / outsourcing /
processes
Alliances / networks
Getting out and about
Looking for opportunities
Getting there first
What is our market?• geographical• sectors
Where are we in that market?
Where are we aiming to be?
What are our values?
What is our overall target market position?
“You don’t have to be perfect, just discernibly
better than your competitors at the things that
matter most to your clients.”
Andrew Headley
LEADERSHIP
Management?
• Leadership
• Management
• Administration
Managers and leaders• Managers administer
• Managers maintain
• Managers ask how & when
• Managers focus on systems & procedures
• Managers rely on control
• Managers take a short term perspective
• Managers accept the status quo
• Managers do things right
Warren Bennis
Managers and leaders• Managers administer
• Managers maintain
• Managers ask how & when
• Managers focus on systems & procedures
• Managers rely on control
• Managers take a short term perspective
• Managers accept the status quo
• Managers do things right
• Leaders innovate
• Leaders develop
• Leaders ask what & why
• Leaders focus on people
• Leaders inspire trust
• Leaders have a longer term perspective
• Leaders challenge the status quo
• Leaders do the right thingsWarren Bennis
Poor managers
• Unmotivated
• Inaccessible
• Gave no praise
• Did not lead by example
• Criticised in public
• Did not deal with problems
• Defensive
• Not team player
• Disorganised
Good managers
• Listened
• Humour
• Led by example
• Protected team
• Good communication:– Work
– Career progression
• Interested
• Celebrated success
• Good role model• Inspired loyalty• Fought our corner• Gave praise• Trust• Decisive• Aware of team• Genuine• Thoughtful• Well organised
3 key factors for success
The right people
The right people
A plan
The right people
A plan
Leadership
MONEY
Law Society of Scotland
8 partners + 30 other lawyers
£’000 £’000
Fees 6,453
Departmental salaries 2,268
Partner notional (£100k) 800
Central salaries 705
3,773
Gross profit 2,680
Overheads 2,300
Net profit 380
Per partner 48
8 partners + 30 other lawyers
£’000 £’000
Fees 6,453
Departmental salaries 2,268
Partner notional 800
Central salaries 705
3,773
Gross profit 2,680
Overheads 2,300
Net profit 380
Per partner 48
30/8 = 3.75
8 partners + 30 other lawyers
£’000 £’000
Fees 6,453
Departmental salaries 2,268
Partner notional 800
Central salaries 705
3,773
Gross profit 2,680
Overheads 2,300
Net profit 380
Per partner 48
£6,453,000/ 8 = £806,000
30/8 = 3.75
8 partners + 30 other lawyers
£’000 £’000
Fees 6,453
Departmental salaries 2,268
Partner notional 800
Central salaries 705
3,773
Gross profit 2,680
Overheads 2,300
Net profit 380
Per partner 48
£3,773/£6,453 X 100 = 58%
£6,453,000/ 8 = £806,000
30/8 = 3.75
8 partners + 30 other lawyers
£’000 £’000
Fees 6,453
Departmental salaries 2,268
Partner notional 800
Central salaries 705
3,773
Gross profit 2,680
Overheads 2,300
Net profit 380
Per partner 48
£3,773/£6,453 X 100 = 58%
£2,300/£6,453 X 100 = 36%
£6,453,000/ 8 = £806,000
30/8 = 3.75
Law Society of Scotland
Law Society of Scotland
Law Society of Scotland
Law Society of Scotland
Competencies
Core competency
Business & firm management
Client Relationships
People and team management
Personal effectiveness
Technical expertise
Charlie Keeling – Clyde & Co
Scottish Young Lawyers’ Association
Brand, Strategy & Leadership
Andrew Otterburn