The Lawyer Asia Pacific 150 is the only research report to provide a ranking of the top 100 independent local firms and top 50 global firms in the region. The report offers critical review of some of the fastest growing firms and their strategies, a country-by-country guide to leading legal advisers and legal services market trends, plus exclusive insight into the current business development opportunities in the Asia Pacific. Read more
This year, The Lawyer’s annual ranking of the largest UK law firms by turnover is available as an interactive, digital benchmarking tool. For the first time this will allow you to manipulate each data set against the metrics of your choice.
But what’s the best way to cope for law firm leaders who have to deal with this level of change? Clearly, at least according to management consultancy Skarbek Associates, what’s required is a soldier to sort them out.
At a recent breakfast seminar on leadership skills the guest speaker was Major-General Chip Chapman, formerly of 2 Para and later the head of counter-terrorism in the Ministry of Defence. Chapman was appropriately blunt. In the military, he said, coming second was not an option. It meant you lost the battle and your life (2 Para soldiers were banned from displaying any second prize trophies to drive this point home). Consequently, all military systems were geared to generate and sustain high performance teams focused on the most efficient delivery possible.
The legal market might not be quite life and death, but firms facing change also required decisive leadership, Chapman said. The key when executing strategy and delivering projects was to have a clear criteria for success, a commitment to a common vision while avoiding ‘group-think’, and “a Churchillian approach” to leadership.
Sadly, not every managing partner can be as inspiring, enabling and empowering as Churchill, but it wouldn’t hurt to try.