Executive Management Training Workshop November

Course details

Keeping the next generation of solicitors motivated and loyal to your practice is about more than money. The emerging generation of solicitors expects to be supported in skills, training and professional development by their Firms; and they really want to progress with the benefit of support and guidance from more experienced colleagues. But coaching is about more than being told what to do. Done well coaching improves confidence, performance and establishes stronger and lasting working relationships across the Firm. Employing effective coaching strategies is crucial to the emergence and retention of talent in your Firm.

Aim and Objectives

To give senior practitioners the vision and ability to engage with the new emerging generation of solicitors to achieve excellence and loyalty: solicitors who enjoy good mentoring relationships stay motivated and pass on those positive experiences to their clients.

Keeping the next generation of solicitors motivated and loyal to your practice is about more than money. The emerging generation of solicitors expects to be supported in skills, training and professional development by their Firms; and they really want to progress with the benefit of support and guidance from more experienced colleagues. But coaching is about more than being told what to do. Done well coaching improves confidence, performance and establishes stronger and lasting working relationships across the Firm. Employing effective coaching strategies is crucial to the emergence and retention of talent in your Firm.

Who should attend?

• Partners and sole practitioners who have responsibility for the mentoring and supervision of others in the practice
• Partners and sole practitioners striving for excellence from all fee earners in the practice; trainee solicitors, assistant solicitors, associate solicitors and fellow partners;
• Firms wishing to improve client satisfaction;
• Practitioners who find it difficult to relate to the younger generation or who simply are unsure how to improve motivation;
• Lawyers looking to make space for a better work life balance;
• Principals of small Firms;
• Unit heads and team leaders within medium and large-sized Firms;
• Training solicitors;
• Practice managers;
• Practitioners who have had problems in the past retaining talent;
• The “it is my way or the high way” manager who finds it difficult to adjust to those with different styles