The Lawyer’s new China Elite report contains the most detailed research available on the PRC legal market and contains unparalleled insight into the country's leading law firms. They vary in size, practice focus and geographic coverage, but they all share one common quality – ambition... 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.