Leading the Future
The Human Science of Law Firm Strategy and Leadership
Practical how-to advice and guidance on how human sciences are interacting with the different aspects of leading, managing, and marketing in a law firm.
Leading the Future: The Human Science of Law Firm Strategy and Leadership - provides practical how-to advice and guidance on how human sciences are interacting with the different aspects of leading, managing, and marketing in a law firm. It highlights how law firm leaders can harness human sciences to:
Develop new skills and autonomous ways of working for staff
Examine the best ways of going about formulating strategies
Ensure a high level of staff engagement, flexibility, and innovation
Improve decision making in the legal profession
Build the right culture to drive innovation and facilitate change
Create and inspire high performing teams (HPT)
Listen, discover and communicate what clients' real needs are, persuade and influence them, and target them more accurately
Build and sustain trust and cooperation throughout the firm.
Encourage cross-selling, resolve conflicts, and build collaborative relationships with clients
Hire, promote, inspire, and reward to drive staff performance and engagement Case Studies, Practical Tools and Tips...
Each chapter in Leading the Future is supported by illustrative case studies from a broad range of international and regional firms, with tools and tips that you can immediately put into practice.
The authors Dr Bob Murray and Dr Alicia Fortinberry (www.fortinberrymurray.com ) have deep experience in applying the latest science to business challenges and are uniquely qualified to guide law firm leaders to shape a successful strategy and drive positive change through the right leadership, culture, business development, and customer relationships for your legal business.
Table of Contents
|About the authors||xiii|
|Chapter 1: The future of the business of law||1|
|What will law firms look like?||2|
|What will lawyers do?||4|
|What will law leaders do?||5|
|Chapter 2: The human science of strategy||7|
|Law firm strategy||7|
|What is “strategic thought”?||8|
|Who is the best strategist?||11|
|How to make strategic initiatives work||15|
|Foster an atmosphere of mutual support||19|
|Chapter 3: Leading the organization of the future||23|
|What leadership means to humans||25|
|Attributes and capabilities of a good leader||26|
|Are good leaders born or taught?||32|
|Leadership in a law environment||32|
|Chapter 4: The science of decision making||35|
|The science of decision making or how do we do it?||35|
|How to make the best decisions||41|
|Chapter 5: Creating the right culture for your organization||49|
|Getting the right culture||50|
|Chapter 6: Getting commitment to change||59|
|Why people resist change||59|
|The assumptions that create resistance||61|
|Overcoming resistance to change||64|
|Making change stick||68|
|Chapter 7: Building high-performing teams||75|
|The science of high performance||75|
|Creating high-performing teams||77|
|The role of the firm leader||81|
|The importance of high performance team dialogue||81|
|Chapter 8: The art and science of effective persuasion||89|
|Why reasons and facts do not persuade people||90|
|The science of persuasion||92|
|Persuasion and needs||95|
|Advanced persuading – Using SCARF||96|
|Other nonverbal persuaders||98|
|Chapter 9: Driving trust at all levels||101|
|The science of trust||102|
|The five Cs of trust||104|
|Making the firm trustworthy at all levels||111|
|Chapter 10: Dialogue – The generator of success||115|
|Shaping the firm through dialogue||115|
|Language as grooming||117|
|The hidden meaning in every conversation||117|
|The five main motivators (the 20 percent)||119|
|Needs-based relationships (the 79 percent)||120|
|Working the 99 percent to resolve the 1 percent||122|
|Asking and listening||124|
|The power of praise||126|
|Frequently asked questions about praise||127|
|Chapter 11: Effective collaboration and cooperation||131|
|The science of collaboration – Why we do it and why we don’t||132|
|How to foster collaboration||136|
|Chapter 12: Rewarding people better without paying them more||145|
|The neurogenic reward system||146|
|Practical lessons learned from science about reward||149|
|Crafting a functional social reward system||152|
|Chapter 13: Hiring for the law firm of the future||157|
|The human capability needs of the law firm of the future||157|
|Selecting for the traits you want||165|
|Chapter 14: Creating an optimistic firm||171|
|Why optimism is important||172|
|The science of optimism||173|
|Creating an optimistic firm||174|
|Chapter 15: What are you really selling?||183|
|The science of selling services||184|
|Using adult attachment theory||187|
|Finding a client’s real needs||191|
|Conclusion – The new service to sell||193|
"This book will make you think. For those active in the legal sector or with an interest in it, this looks at a number of familiar issues through a different lens. It looks at the various behavioural and physiological elements relevant to people and law firms and how these intersect with getting things done and making change happen in law firms. I found that lightbulbs went off as I reviewed the unfolding chapters - around particular issues that we (and no doubt many others) wrestle with in our businesses. Volatile and changing times call for different ways of thinking to solve and make progress against both the perennial issues and new emerging issues for legal businesses. Some of the lessons in this book can help, especially in terms of interacting with the people that make up our businesses. The authors draw upon both their technical knowledge and their practical experiences to provide helpful insights into things like implementing strategy to make them work; leading clever committed people; implementing change; and unlocking the conundrum of collaboration."
Mark Rigotti, Global CEO and Partner
Herbert Smith Freehills
Bob Murray, MBA, PhD (Clinical Psychology), is an internationally recognized expert in strategy, leadership, human personality, and behavioral change. Distinguished for his ability to uncover the core of issues, Bob has developed ground-breaking methods for measuring, benchmarking, and improving an organization's capacity for change and adaptation. Bob's insights are based on his wide experience and also on his deep knowledge of research in the areas of management, psychology, genetics, and neurobiology.
Clients include premier law firms such as Allens Linklaters, Ashurst, and Herbert Smith Freehills; and other top tier companies such as KPMG, Macquarie Bank, PwC, Ford, Caterpillar, McDonald's, PepsiCo, BHP, Wesfarmers, and Stockland. Bob is an acclaimed keynote speaker and is widely published. With Dr Alicia Fortinberry, Bob received the American Science Achievement Award (2012) and advises the US government on workplace stress and other workplace issues. He specializes in ensuring executive teams develop and drive strategies that will be embraced and actioned. Bob's previous experience includes working for Hill Samuel Merchant Bank, where he helped to turn around distressed companies, as well as working as a BBC producer. With Alicia, he authored the best-selling books Creating Optimism and Raising an Optimistic Child (McGraw-Hill). These international best-sellers have become standards in the fields of optimism and resilience. Bob has lectured at Sydney, Duke, Tufts, South Florida, and California State universities. He received his MBA from Sydney University (where he also earned his MA in Psychology) and his PhD from New York University. Bob is a member of the American Psychological Association, the American Association for the Advancement of Science, and the American Society of Journalists and Authors.
Alicia Fortinberry, PhD (Organizational Psychology) has gained international recognition over two decades for her powerful, lasting impact on organizations and leaders globally. Alicia enables organizations to build the leadership, performance, and culture that will achieve their vision and strategy.
In addition to her work as a consultant, facilitator, and high-level executive coach, Alicia is a best-selling author and keynote speaker. She combines a clear, engaging, and practical communication style with a proven evidence-based approach and strategic acumen. With her highly experienced and credentialed Fortinberry Murray team, Alicia works with organizations and governments globally to help leaders shape and implement winning strategies using research-based understanding of human motivation and change.
With her colleague Dr Bob Murray, Alicia won the American Science Achievement Award (2012) and has been appointed to head the US government's comprehensive national work stress initiative. Alicia's pioneering work is backed by the latest research in neuroscience, genetics, and management. Together with Bob, she has presented her work at leading universities such as Duke, Tufts, California State, and Sydney University. High level global clients include professional and financial services firms such as Deloitte, KPMG, PwC, Macquarie, Westpac, Allens Linklaters, Clayton Utz, and Herbert Smith Freehills, as well as companies such as Stockland, Wesfarmers, Westpac, BHP, Macdonald's, PepsiCo, and Ford. With Bob she authored the best-selling books Creating Optimism and Raising an Optimistic Child (McGraw-Hill). These international bestsellers have become standards in the fields of optimism and resilience. Alicia received her Masters in Psychology and Journalism from Columbia University and her PhD in Organizational Psychology from the University of Phoenix.
She is a member of the American Psychological Association, the American Association for the Advancement of Science, and the American Society of Journalists and Authors.