- Stakeholder: strategy, unity, personnel and succession
- Operations: performance, cash flow, over reliance, tech infrastructure
- Markets: over dependence, price pressure, market share
- Capital: covenant breaches, working capital, re-financing
- Monitoring accounts – scams pre and post covid
- Anonymous case studies
- Running a cashroom remotely
- Update on regulations
Complaints avoidance and handling are routinely identified by partners as the single most important aspect of partnership. It is therefore vital that all partners understand and adhere to the complaints regime.
- Common causes of complaint
- Complaints process
- Professional conduct
- Business Development in lockdown and the new virtual world – what’s changed?
- Getting comfortable with “selling” – avoiding the “hard sell” and the “never sell” lunch loop
- Why optimists outsell pessimists and why you need to re-chip your thinking
- Learning to embrace rejection: “no” is the second best answer to “yes”!
- The opportunities for developing more trust in the virtual business world – the power of small talk, “intimacy” and appropriate self, disclosure
- Time: making time for Business Development and prioritising it
- Systems: getting more organised and systematic in your approach to Business Development
- Following-up with and keeping in touch with contacts and clients
Groups will be assigned one of the topics below to discuss as a leadership group, and asked to devise a policy document for a firm on that topic, identifying key commitments that a law firm should make to self, staff, clients and profession.
- Developing people
- Values and aims
- Your business plan
- Exit strategy and succession plan
- Marketing and Bus Dev
- Professional Practice
- Starting your own practice
- Next step courses
- Lawscot Foundation