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Managing Legal Change Initiatives

Managing Legal Change Initiatives

Author: Edward Bowes
Publisher: Ark Group
ISBN: 9781783583003
Published In: September 2017
Format: Paperback
Jurisdiction: U.K. ? Disclaimer:
Countri(es) stated herein are used as reference only

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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.

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?

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