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Managing Legal Change Initiatives


ISBN13: 9781783583003
Published: September 2017
Publisher: Ark Group
Country of Publication: UK
Format: Paperback
Price: £149.00



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Successfully managing a change initiative is no simple feat, regardless of the size of the firm – distilling the process of change into a workforce takes careful planning and support. Change is stressful and difficult for people to process and accept, as we often cling to what we know. This is especially true of lawyers, who are notoriously averse to change.

However, the legal sector has begun to rapidly transform – and the firms that don’t change with it are going to struggle to stay relevant. In these turbulent times for firms, change initiatives must be properly managed to ensure the whole firm can successfully shift to the new norm and stick to it. Without the proper support and management, a firm runs the risks of alienating their workforce – who will not take well to sudden and imposed change.

Managing Legal Change Initiatives looks to illustrate the best methods of introducing and managing change in a sector that is known for being adverse to it. The book highlights the critical obstacles and pitfalls that law firms will face during transitional periods, and outlines some of the best methods of approaching organizational change; from building a change framework to follow, to encouraging a shift in partner behavior through the compensation strategy. This new book also explores why change is so difficult for individuals – with discussion of the neuroscience behind change, and the role of emotional intelligence in leaders to help garner a transformation.

  With the disruptions to legal services predicted to continue for some time, it will be those firms who adapt, put into place, and act upon a change management strategy that will be the ones capitalize on changes to come.

Subjects:
Legal Practice Management
Contents:
Chapter 1: Understanding change – Understanding and working with the legal mind
Why do many lawyers find change to be so difficult? 
Understanding the hurdles to bringing about change 
What definitely does not work in introducing change 
Developing a sense of urgency that gets partner’s attention 
Some approaches that firm leaders have found to be effective
Fitting your leadership style to the challenge 

Chapter 2: Becoming change-able – Practical strategies for responding to a fast-changing world
The importance of being change-able 
The key components of a successful change programme
Dealing with rogue elephants and the strategically non-compliant 
Adopting Pareto for change
Communication is at the core of a successful programme 
Winning hearts and minds to create a change-able firm 

Chapter 3: A framework for effective change management 
McKinsey 7-S model 
Kotter’s eight-step process 
A cross-cultural framework 
Framework for behavioral change 
A change-readiness assessment 
Taking the plunge 
Appreciative inquiry 
Leading the change

Chapter 4: Once an opportunity is identified, what next? Creating and driving an innovation agenda
A “stage-gate” approach 
The stage-gate process in detail

Chapter 5: Succession planning – Ensuring losing a partner doesn’t mean losing a client
What should firms do to start to future-proof themselves?
Culture 
How to build a succession plan 

Chapter 6: Compensation to reward the right behaviors
What are the desired behaviors? 
Recognizing the need for a change in determining compensation 
Introducing incentives 
Compensation systems 
Incentivizing behaviors under different systems 
Conclusion 

Chapter 7: Changing minds – The neuroscience of change management in law firms 
Intentions vs behavior
Embracing change 
Building relationships
Improving learning 
Importance of insight
Leading change 

Chapter 8: Getting commitment to change 
Why people resist change 
The assumptions that create resistance 
Overcoming resistance to change 
Making change stick 
Conclusion 

Chapter 9: Strategic approaches to introducing change
Why do you think firms find change to be so difficult? 
What are some of the more common hurdles you have observed or experienced in bringing about change?
What definitely does not work in introducing change? 
How do you develop a sense of urgency that gets partners’ attention? 
Can you share some approaches that fi rm leaders have found to be effective? 
How does one fit their leadership style to the challenge?