Description

Lawyers are the only true source of a competitive advantage for your firm and managing them effectively is not only a crucial skill - it’s a priority.

But let’s face it, lawyers are not all natural managers and balancing fee earning with management demands can prove a tough and unrewarding challenge for the ill-equipped.

Managing Partner’s Talent Management for Lawyers: A Hands-On Guide is designed specifically to help lawyers develop their line-management capability to get the most out of legal talent.

This compact management hand-book is filled with practical tips, action points and advice that can be implemented immediately to promote effective talent management practices within your firm.

Topics covered include:

• Understanding talent management – key benefits and trends;
• Good talent management practices:
  * How to become skilled at managing talent
  * Making it a priority
  * Giving feedback well
  * Engaging and motivating talent
• Avoiding bad talent management practices;
• Overcoming barriers to successful talent management;
• Developing your line management capability;
• The importance of emotional intelligence in talent management;
• Keeping the long-term view in mind for sustainable success;
• Managing diverse groups with specific characteristics;
• The importance of development;
• Talent and career management – career planning and succession programmes; and
• Understanding the importance of appreciation.

Genuine accounts from a range of lawyers – from trainees to equity partners – and legal services industry experts reveal the common pitfalls and successes currently being experienced ‘in the field.’

You will also gain invaluable insight into the innovative and award winning talent strategies of leading firms including: Field Fisher Waterhouse, DLA Piper, Mayer Brown, Clifford Chance, Hogan Lovells, Lewis Silkin, Norton Rose, Simmons and Simmons, and Eversheds to name a few.

Contents

Chapter 1: Who is talent?

Chapter 2: What is talent management?

Chapter 3: Good talent management practice

Chapter 4: Bad talent management practice

Chapter 5: Overcoming barriers to successful talent management

Chapter 6: Developing your line management capability

Chapter 7: The importance of emotional intelligence in talent management

Chapter 8: Keeping the long-term view in mind

Chapter 9: The importance of a diverse view of talent

Chapter 10: Talent and performance development

Chapter 11: Talent and career management

Chapter 12: Talent and rewards

Chapter 13: Talent management excellence – High calibre firms

Chapter 14: Talent management from the horse’s mouth

Authors