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The real leadership lessons of Steve Jobs – for legal leaders – PART THREE

By Sean Larkan on Posted in Business Leader, Culture, Law Firms, Leaders, Leadership, Leadership Frames, Legal Profession, Management, Strategy, Vision

As highlighted in PART ONE and PART TWO of this series, there are real leadership lessons for legal leaders from the career, achievements and life of the late Steve Jobs – who in just two stints of 9 and 14 years, founded and then transformed Apple Computer into the world’s most valuable company. These were the lessons highlighted by Walter Isaacson, author of the Steve Jobs biography, in an April 2012 Harvard Business Review article ‘The real leadership lessons of Steve Jobs‘ (subscription required).

In this post we include a final batch of important lessons, again with liberal editing and interpretation for legal leaders.

Jobs liked engaging face to face but was tough on people, was a strategic guru but totally focused on detail, strongly believed in the confluence of the humanities and sciences and in staying hungry and foolish - so many contradictions, such a genius, and so much, with the right attitude, we can learn from him. (Image composite by Sean Larkan courtesy of Google Images - photographers unknown)

 13    Engaging face to face and death(?) to PowerPoint

Jobs felt that creativity came from spontaneous meetings, from random discussions and was a great believer in face-to-face meetings: “. . . you run into someone, you ask what they are doing, you say “wow”, and soon you are cooking up all sorts of ideas“. He designed his buildings to promote unplanned encounters and collaborations. He felt that if you did not encourage that you would lose a lot of innovation in the magic that is sparked by serendipity.

Continue Reading

Get to know your clients – or someone else will!

By Sean Larkan on Posted in Client Reviews, Law Firms, Leaders, Leadership, Leadership Frames, Legal Profession, Management, Professional Service Firms (PSFs)

Yes, get to know your clients, or someone else will!  Law firms that fail to obtain regular feedback from their clients run the risk of:

  • not keeping pace with their clients’ needs and expectations – and losing their work.
  • not knowing when a client is unhappy – and losing their work.
  • missing out on lucrative opportunities with their clients that they didn’t even know about.
  • slow payment of their bills, and/or requests for fee write downs, because their clients are unhappy.
I welcome as a guest to Legal Leaders Blog, Michael Moon, MD of Law Review, who specialises in advising on client reviews  and provides some great comment on these critical issues. Michael has also offered to provide a very handy free guide to obtaining quality client feedback – you just need to email him – details below.

Reviewing client service is part art, part science and can provide huge value - firms have realised the benefit of doing this in a structured, coherent way - some have also seen the benefit of having someone independent of the firm tackling this important strategic task

In a recent Legal Leaders Blog article entitled “Volatile future will demand law firms bring more to the party”  much was made of the increasingly competitive legal market and the need for law firms to provide a lot more to clients than just “quality legal advice”.  The article went on to suggest a number of things that clients are likely to demand from their legal advisors moving forward, including better service, improved value for money, more accurate scoping of work and a detailed understanding of a client’s industry and business.

We regularly conduct relationship review interviews with general counsel, senior in-house counsel and other users of legal services, from many of Australia’s leading private and public sector organisations, and these sentiments are consistently reflected in those interviews. In-house legal teams are increasingly under significant internal pressure to improve the efficiency and effectiveness of their organisation’s legal function, including the value that they are receiving from their external legal advisors. Continue Reading

You gotta feel sorry for those angry, difficult partners!

By Sean Larkan on Posted in Culture, Law Firms, Leaders, Leadership, Legal Profession, Management, Partners, Professional Service Firms (PSFs), Trust & Respect, values

It does seem like we have been laying into angry or difficult partners lately – so much so, you (almost) gotta feel sorry for them! (not really, we all know how difficult they can really be and how much time and positive energy they eat up) –  3 recent posts attest to this:

  1. Difficult partners – what not to do
  2. What to do with difficult cogs in a partnership
  3. Angry babies and difficult partners have a lot in common – some EQ tips

My partner Gerry Riskin, founding partner of Edge International provides another perspective in “Defusing the bomb – dealing with difficult partners” (PDF) in our Edge International Review.

The harsh reality is that you have to deal with truly difficult partners - otherwise they are a lighted fuse waiting to go off in small bursts or maybe, at some stage in a severely damaging implosion.

In his inimitable style Gerry deals with:

  • the importance of communicating directly;
  • the importance of listening and trying to understand the perspective of the partner concerned;
  • making an effort to get them to understand the (negative) impact they may be having;
  • extracting an undertaking for them to be more cautious in expressing their views;
  • asking them to limit expressing negative views;
  • in some cases maybe even holding certain meetings without the difficult partner present;
  • considering whether the behaviours are such as to warrant medical or other outside professional assistance;
  • the necessity, sometimes, to address the matter full-on and issue an ultimatum;
  • the fact that sometimes, expulsion may be the only option; and
  • the problem of avoidance and the necessity of overcoming this.

all the best, Sean Larkan, Partner, Edge International

The real leadership lessons of Steve Jobs – for legal leaders – PART TWO

By Sean Larkan on Posted in Business Leader, Law Firms, Leaders, Leadership, Leadership Frames, Legal Profession, Management, Vision

Last week I posted PART ONE of a short four-part series on the real leadership lessons of Steve Jobs, based in part on an HBR article (subscription required) of a similar title by Walter Isaacson, author of the Steve Jobs autobiography. We continue the theme today!

A number  (but not all) of these provide great leadership and management pointers for legal leaders. I hope to persuade you to take some of these on board but of course they should not be slavishly followed – maybe emulate some, adapt others for your needs, your leadership style and firm needs, or simply think deeply about them.

It is not often in one’s life-time that one gets to experience, read about and learn from a unique character and leader of the ilk and achievements of Jobs. In his life-time he made no bones about pinching ideas and inspiration from others – I don’t think it is an opportunity any of us mere mortals should miss!  I wrote an article on related points in our Edge International Communiqué (PDF) which may also be of interest.

Of reading things not yet on a page, reality distortion fields, avoiding bozo explosions, making products feel friendly and casual and staying hungry and foolish - some of the many lessons from the business genius that was Steve Jobs, and what it can mean for law firm leaders (image compilation by Sean Larkan with thanks to the folk at Google Images)

 

6   ‘As leaders we need to read things that are not yet on the page‘

Jobs felt very strongly about understanding deeply about what clients want. However he regarded this as completely different to asking them what they want – simply because he didn’t feel they knew until they were told! He felt one needed to exercise and use one’s intuition and ascertain and nurture the desires of clients. As he said “our task is to read things that are not yet on this page“. He developed his intuition when studying Buddhism in India and felt it was a lot more important than intellect. Eknath Easwaran, mentioned in my last post, would have said the same.

There are lessons here for law firms as most like to follow what others are doing and not necessarily take the lead.  This is due to the prevalent fixed mind-set and passive-defensive styles of avoidance, oppositional and conventional behaviours, thinking and interaction that prevails, governed in many cases by an innate fear of failure. There have however been some wonderful examples in recent years, particularly in Australasia and Africa, of law firms doing some very innovative stuff!

7   You don’t have to be the first cab off the rank, but when you do go, you better offer something unique. Continue Reading

The real leadership lessons of Steve Jobs – for legal leaders – PART ONE

By Sean Larkan on Posted in Culture, Law Firms, Leaders, Leadership, Leadership Frames, Legal Profession, Management, Strategy, Vision

Walter Isaacson, author of the Steve Jobs autobiography, commented in an April 2012 Harvard Business Review article ‘The real leadership lessons of Steve Jobs‘ (subscription required), that following the publication of his book many writers have tried to draw management lessons from Steve Jobs, however, most of them, incorrectly, became fixated rather on the “rough edges of his personality“. He feels that one has to recognise that Jobs’ personality and approach to business were inextricably inter-twined, and we should go beyond this to appreciate the keys to his success.

A number  (but not all) of these keys provide great leadership and management lessons for legal leaders. I hope to persuade you to take some of these on board. In practice I find that very few firms do. I wrote an article on related points in our Edge International Communiqué (PDF) which may also be of interest.

In the quirky and sometimes controversial way Steve Jobs led and managed, there are important lessons for legal leaders. To make the most of these does require a different attitude and approach to that which one normally associates with leading a firm in a conservative profession. (composite image with thanks to the folk at Google Images)

Jobs was an amazing human being. He achieved incredible things as he managed and led Apple to become the world’s most valuable company. Remarkably, this all happened in two relatively short periods between 1976 and 1985 (9 years) and from 1995 to 2011 (14 years) during which time he was booted out of the company but then brought back to resurrect and save it. A lot of this had to do with his leadership and management styles.

He transformed:

  • personal computing
  • animated films
  • music
  • phones
  • tablet computing
  • retail stores
  • digital publishing

He created:

  • Apple, the company
  • Apple Stores
  • iMac
  • iPhone
  • iPod
  • iPad
  • Pixar
  • iTunes
  • iTunes Store
  • MacBook
  • App Store
  • OSX Lion

Not bad for a college drop-out!  So, what are some of the lessons legal leaders can draw from all this?

1   Focus – ‘deciding what not to do as important as deciding what to do’

Continue Reading

New merged law firm in India starts in 5 key geographic locations

By Sean Larkan on Posted in Law Firms, Leaders, Legal Profession, Mergers and acquisitions, Strategy, Uncategorized

A notable Indian law firm merger came into operation on 1 April 2012. The merger was facilitated by my Edge International colleague Bithika Anand  between one of the oldest law firms in India, “Udwadia & Udeshi” and one of the most dynamic young law firms “Argus Partners”. This merger is interesting given that the merging firms had very different cultures, work force compositions and operated out of the same city.

The merger will allow the new entity to spread its wings – it will have India well covered with 5 offices in the key locations of Mumbai, Delhi, Kolkata, Bangalore and Chennai.

This new Indian law firm merger represents an exciting new chapter for the Indian legal world.

The merged firm will operate under the name Udwadia, Udeshi & Argus Partners, have 12 partners and is well geared/leveraged and resourced with about 60 lawyers. The new firm will be managed by Krishnava Dutt, youthful Founding Partner of Argus.

Krishnava Dutt Managing Partner of the merged firm

Through the combined depth and breadth of knowledge and experience of the partners, the new firm will be in a position to provide legal advice on a wide range of issues.

This is another example of a merger of law firms taking place after months of careful consideration of relevant strategic issues and is the outflow of a strategy for the future growth of the merged firm.  Bithika Anand believes “this development will pave the way for many similar deals in future“. It is also significant that the senior partners in the merged entity have handed over the management and leadership reins to a younger partner, Krishnava Dutt.

Argus Partners was established in 2009 by Krishnava Dutt, former Amarchand Mangaldas Kolkata Partner and Ramya Harihanran, former Amarchand Principal Associate. Argus Partners launched an office in Kolkata, and started their Mumbai office in 2010.

Ramya Harihanran and Darius Udwadia are the founding partners of Udwadia & Udeshi. Both Dilip Udeshi and Darius Udwadia were Partners at Crawford Bailey before they set up Udwadia & Udeshi in 1997.

Other links to announcement news on this item:

Lex Africa – the first and largest network of African law firms – 20 years on

By Sean Larkan on Posted in Brand, Legal Profession, Strategy, Uncategorized, Vision

Lex Africa, the first and largest network of African law firms, is holding it’s annual general meeting in April 2012 in Maputo, Mozambique. I thought I would mention Lex Africa in case readers ever need assistance in Africa and want a referral to a reputable firm. I am also delighted to be attending the AGM as I happen to have started the network nearly 20 years ago, back in 1993, at the time with a modest four countries.

Lex Africa provides some unique characteristics for investors or clients requiring legal assistance in Africa – one access point to over 500 lawyers through 54 member firms in 30 African countries through a long-standing, trusted brand.  Member firms are carefully chosen and operate according to a Code of Conduct.

Lex Africa, Africa's first and largest network of law firms, in operation for nearly 20 years, comprises 54 members in 30 countries (Sean Larkan graphic adapted from Lex Africa images)

Why did we establish Lex Africa back in 1993?

  • at the time we started the network, South Africa, as some may recall, was experiencing international trade and sporting sanctions, +20% interest rates and +20% inflation rates, coupled with a weakening currency. It simply seemed to make good business and strategic sense to try to develop liaison and joint efforts with fellow practitioners in nearby countries.
  • about then we also noticed that some large legal transactions in Africa, mainly involving large capital investment and infrastructure developments, were ‘following the capital’ and being done off-shore. Part of our vision at the time was therefore to build a respected group of top quality firms in as many African nations as possible, to present an alternative to overseas law firms.  To do this it was equally important to build and develop relations with our African colleagues.

What were the initial objectives and guidelines? 

  • to keep things simple;
  • to identify who we felt were the leading firms in each jurisdiction and invite them to join Lex Africa;
  • to offer to undertake all management of the network gratis from our firm, Werksmans, in Johannesburg;
  • to keep membership fees and expenses very low or non-existent;
  • to ensure firms were never obliged, but obviously had the option, to use member firms in a particular country. The key principle was that client interests came first.

Image courtesy of Lex Africa

Member countries now include Angola, Botswana, Cameroon, Central African Republic, Cote d’ Ivoire (Ivory Coast), DRC, Egypt, Ghana, Guinea Conakry, Kenya, Lesotho, Madagascar, Malawi, Mauritius, Mozambique, Namibia, Niger, Nigeria, Rwanda, Senegal, South Africa, Sudan, Swaziland, Tanzania, Uganda, Zambia and Zimbabwe. An impressive grouping, after our humble beginnings of only four countries!

Lex Africa has come a long way since those early 1990′s beginnings:

  • Lex Africa publishes and annually updates a Guide to Doing Business in Africa (available here).
  • It operates according to a published Code of Conduct;
  • In the broader context of the African Renaissance and NEPAD, Lex Africa lawyers have a role to play in promoting the rule of law and democracy, as well as the harmonisation of business laws between African countries to facilitate trade and investment.
  • it publishes some useful articles and interviews; (for more information see the main website).

A list of member firms and full contact details for each member country can be found here. The Lex Africa management office details can be found here.

All the best, Sean Larkan, Edge International

 

Difficult partners and angry babies have a lot in common – some EQ tips

By Sean Larkan on Posted in Emotional Intelligence, Law Firms, Leaders, Leadership, Leadership Frames, Legal Profession, Management, People Strategy, Personal effectiveness

What to do and what not to do with difficult partners was the subject of two recent posts (Leadership Frame #8 & #9). Coincidentally I came across a recent article from Travis Bradberry at Talent Smart (the EQ/emotional intelligence people) and he offered some more tips from an EQ perspective which I thought would be helpful for readers. Essentially this is about ensuring your own emotional intelligence is such that you are well prepared to deal with difficult partners. This requires understanding EQ and then having some EQ strategies you can use to assist in these situations.  I summarise some of these below with my liberal editing and annotation in the context of dealing with difficult partners.

Difficult partners, like angry babies, can at times be impossible. You need to be geared up to deal with them and not avoid the issues they bring to the firm. EQ techniques can provide some pointers.

Just like angry babies, difficult partners sometimes defy logic. While some partners may be blissfully unaware of the negative impact they have on those around them, some  almost seem to get satisfaction from being obstructive, creating chaos and pushing other people’s buttons. Either way, they create unnecessary complexity and strife and end up wasting a heck of a lot of leadership and management time.

Bradberry  (author of Emotional Intelligence 2.0) makes two important points:

  1. to deal with difficult people effectively, you need an approach that enables you, across the board, to control what you can eliminate and know what you can’t; and
  2. the important thing to remember when it comes to difficult partners, and the impact that they have on you and the firm, is that you are in control of far more than you realize.

Suggested steps: Continue Reading

Leadership Frame #9: what to do with the difficult cogs in a partnership

By Sean Larkan on Posted in Culture, Leaders, Leadership, Leadership Frames, Legal Profession, Management, People Strategy, values

Some partners are downright difficult. This makes them awkward cogs to fit into the firm set-up,  particularly where they are top producers, run important clients or contribute in other meaningful ways. And let’s face it, all too often they are and do.

Difficult partners are tough cogs to fit into the system. Sometimes exit is not an option, particularly where they are highly respected for their work, client management or contributions in other ways. This calls for thoughtful leadership and management. ((c) Sean Larkan image)

It is important therefore to work out an approach you can use for such partners.  Simply leaving it to chance, or the passage of time and hoping it will go away, or that you won’t have to deal with it, is not an option. They won’t go away and are bound to come back and haunt you and the partnership from time to time. Far better to be prepared with a sensible framework, and a willingness to take action.

Too often there is something of the bully in difficult partners, and you need to be clear to yourself and such partners that you will not be intimidated into non-action. Otherwise you are sure to lose credibility in the eyes of your partners and of course will not make any inroads in dealing with the challenging partner. You also won’t feel very pleased with yourself and your overall confidence may begin to suffer. Unfortunately, the way law firm leaders and senior managers deal with these situations offer very painful and sometimes very visible tests of leadership.

In my last post I covered a few things you should not do in such situations. Let’s now consider what you should do. In the first instance, there are what I would call fundamentals:

  • make sure your values (or cultural attributes or guiding principles as the case may be) cover things like un-partnerlike or ‘difficult’ behaviour.
  • ensure your partner performance criteria measure adherence to such values and/or behaviours.
  • be consistent in all your dealings. This means treating the difficult partner no differently to others – they still need to be shown the same respect, given a fair hearing and such like. Equally, don’t treat them with kid gloves because they are difficult; other partners who may have slipped up in some or other way and been managed rigorously will be watching whether you are even-handed in your dealings.
  • be clear that the solution is going to come from the difficult partner, not from you, from the firm or some written document. Somehow you are going to have to get him or her in the right frame of mind, and suitably motivated, to solve the problem.
What else should you do? Continue Reading

Leadership Frame #8: difficult partners – what not to do

By Sean Larkan on Posted in Culture, Law Firms, Leaders, Leadership, Leadership Frames, Legal Profession, People Strategy, Personal effectiveness, values

Difficult partners are tough work. As a professional services firm leader or senior manager, at some stage you are going to be faced with the unenviable task of dealing with one or more. As I am sure you will confirm, they can be gnarly, hard nuts to handle.

‘Difficult’ comes in various shapes and forms. They can be brilliant, top fee earners who are loved by their clients but who create trouble for everyone else, or they may be disgruntled, serial under-performers.  These distinctions don’t really matter for the purposes of this article – we can probably all recognise ‘difficult’ when we see and experience it.  Invariably, as a leader you are going to come under some form of pressure in relation to them. So, it is important you know how to respond and that you actually tackle and not avoid the challenge.

Difficult partners can be hard, gnarly nuts to deal with. They come in all shapes and forms. It is important that you don't default to simply bowing to their pressure or avoiding them. Try to find the balance. Whatever you do keep the lines of communication open and a respectful relationship, no matter what. ((c) Sean Larkan image)

It is tempting, even sub-consciously, to distance yourself from such a partner. Or to go soft on them and bow to their pressure in the mistaken belief this will ‘get it out of the way’. This is mainly because most of us don’t relish conflict. These unfortunately are very common courses followed by even the best leaders. My advice, don’t follow either.

If you bow to difficult partners you are effectively giving in to the play-ground bully – the issue may subside for a while when he/she realises they have their way, but it will crop up again and bite you. Also, don’t try to get rid of it by simply ignoring it. You are then guilty yourself of passive-defensive behaviour which is a clear sign of insecurity.  Difficult partners have a keen nose for this insecurity and feed on it.  It will only be a matter of time before something else comes up. You will then be on the run with a track record of having ducked these challenging  issue.

There are some real costs involved in not addressing issues around difficult partners:

  • as leader, your own confidence will start to wane. Others may even start to lose respect for you; Continue Reading