Law Firm Communications
Collaboration and Connectivity
1st Edition
Published on 28. January 2013
Book
Paperback/Softback
107 pages
978-1-908640-77-2 (ISBN)
Description
Effective communication can generate more cash for your firm. In fact, firms that communicate effectively can deliver 47 per cent higher returns over a 5-year period than those that don't. (Towers Watson) Want to know how? Managing Partner's Law Firm Communications: Collaboration and Connectivity report will help you develop and implement an effective communications strategy that will drive cohesion, innovation and competitive advantage for your firm. Respected industry expert and author, Jill King examines current communications challenges and offers practical guidance, checklists, tips and tools on how to: * Develop the strategic case for communications; * Establish a clear communications policy and assign the roles and responsibilities within your firm; * Use the most appropriate channels available, including social media and collaboration tools; * Engage successfully with diverse stakeholders, including partners, associates, secretaries, potential recruits, and alumni; * Use communication to drive change, facilitate integration, and manage crises effectively; and, * Connect and collaborate across practice, geographic, and functional boundaries to create value, increase revenues, and strengthen your client relationships. Along with expert insights from Condor Communications, Knowledge Innovations Ltd and Phil Parry Associates, you'll find successful communication strategies and initiatives implemented by leading firms. These include: * Taylor Wessing LLP - Using internal communication to embed brand values and culture; * Wragge & Co LLP - Pictures and storytelling unite the firm around a shared strategy; * Allen & Overy LLP - Communicating difficult news across a complex global firm; * Linklaters LLP - An internal communications campaign changes behaviour; * Freshfields Bruckhaus Deringer LLP - Creating unity, engagement, and pride; * Allens - Introducing an engagement survey; and * White & Case LLP - Building a collaborative culture through learning and development. Highly regarded law firm leaders - Ted Burke, Simon Davies, Tim Eyles, David Lancaster, David Morley, and Michael Rose - also share their personal experiences, the challenges they've faced, and the successful strategies they have adopted. 'For me, communications is at the heart of leadership. It's central to how we operate and how we think about the firm.' David Morley, Allen & Overy LLP
Reviews / Votes
Law Firm Communications: Collaboration and Connectivity BOOK REVIEW LAW FIRM COMMUNICATIONS: COLLABORATION AND CONNECTIVITY By Jill King The Ark Group ISBN: 978 1 908640 77 2 (hard copy) www.ark-group.com FOR PARTNERS IN LAW FIRMS: COMMUNICATIONS CONSULTANCY WORTH NOTING An appreciation by Phillip Taylor MBE and Elizabeth Taylor of Richmond Green Chambers Competition in the legal sector shows no sign of abating. Which is why, if you run a law firm, or are involved in strategic planning for its future, the advice on communications contained in this latest publication from the Ark Group should prove extremely useful, indeed profitable. Presented in handy management report format, this volume focuses on internal communications within the firm (as opposed to external PR aimed at influencing various 'publics'). The author, Jill King, a leading HR professional and communications specialist, has worked in various sectors, from accountancy to engineering to law - and has held HR director roles in such firms as KPMG, Hogan Lovells and Linklaters. King presents a strong and forceful case for growing an effective and efficient internal communications programme. There are numerous benefits of course, including recruitment of high calibre personnel and greater commitment and motivation among employees at all levels, not to mention 'a greater sense of pride in the firm'. 'Without a strategic approach to internal communications and the skills, expertise and tools to underpin it, 'warns King, 'firms risk losing work and disappointing clients by not sharing knowledge effectively, or not working collaboratively across different practice areas and offices.' The aim of communications, she adds, is 'less about informing people and more about creating a sense of community.' Taking a practical and thorough approach, King demonstrates how to achieve an effective communications strategy that, among a host of benefits, encourages openness and collaboration, as well as effective risk management. A good communications strategy is always aimed at encouraging change and enhancing competitive advantage. The book is divided into two sections, with section one examining in detail the principles of a strategic approach, including, for example, sharing knowledge, managing the risks of transparency and creating a climate of trust. The various media are discussed, including social media and -- separate from the main chapters -- additional 'expert views' are offered, each of which emphasizes the practicalities of internal networking and 'creating ambassadors' for your brand. But how does all this work out in practice? Usefully, Section Two delivers no less than seven case studies such players as Allen & Overy LLP, Linklaters LLP and Freshfields Bruckhaus Deringer LLP - a goldmine of ideas for applying internal PR theory creatively and profitably. For those seeking enhanced commercial advantage for their firms during difficult economic times, this book is well worth purchasing.More details
Language
English
Place of publication
United Kingdom
Publishing group
Globe Law and Business Ltd
Target group
Professional and scholarly
Dimensions
Height: 235 mm
Width: 155 mm
ISBN-13
978-1-908640-77-2 (9781908640772)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
Jill King is a business writer and commentator, having spent over 20 years working in the professional services sector. She is interested in what makes people tick, how to unleash potential and creativity, and in the fundamental changes affecting the professions. As a leading HR professional, specialising in people and communications, Jill has experience in the fast-moving consumer goods, retailing, engineering, accountancy and legal sectors. She has led regional and global HR, L&D, and knowledge and communication teams, as the HR director at KPMG, Hogan Lovells (formerly Lovell White Durrant) and most recently, Linklaters.
Content
Chapter 1: The strategic case for communications...3 Competitive advantage...3 Client expectations...3 The Facebook generation...4 Reputation and employee advocacy...5 Managing the risks of transparency...5 The value of knowledge sharing...6 Creating a knowledge sharing culture...6 Creating a climate of trust...7 Key points...8 Chapter 2: Policy, principles and responsibilities9 Communication policy...9 Communication principles...9 Investing in resources...10 Internal communication capabilities...11 Functional connections...12 Partner responsibilities for communications...13 Partners' contribution to communications..13 Manager/senior lawyer responsibilities...13 A communications framework...14 Key points.15 Chapter 3: Communications as a driver of strategy, change and integration17 Purpose and objectives...17 Communicating vision and strategy...18 Communications as a vehicle for change.19 Facilitating integration...19 Creating community through communication...20 Communicating bad news.20 Dealing with crises...20 Key points.21 Chapter 4: Choosing the right media...23 Face-to-face communications...23 Technological channels of communication25 Case in point: Postcards from David Morley, senior partner, Allen & Overy...27 Social media...28 Print communications...29 Making the right choice...29 Key points.30 Chapter 5: Engaging with stakeholders33 The business benefits of an engaged workforce...33 What engagement means in a law firm...34 Developing a stakeholder map...34 Engaging with partners...34 Engaging with associates...35 Engaging with business services...36 The role of engagement surveys...37 Engaging with potential recruits...38 The value of alumni...38 Key points.39 Expert view: Creating brand ambassadors through engaging communications...41 Chapter 6: The power of participation..47 Employee voice...47 Direct contact with partners and managers...47 Representative staff forums48 Informal consultation...49 Formal consultation...49 Involvement in decision-making bodies...50 Partner consultation...50 Case in point: DLA Piper's partner consultation community...50 Generating ideas and innovation...51 Social media as a channel for expressing views...51 Active listening...52 Key points.52 Chapter 7: Creating client value through collaboration...55 What working collaboratively really means55 Barriers to collaboration...55 The value of practice and partner retreats.56 Building connections through training programmes...57 Internal networking...57 Virtual team-working...58 The importance of office layout...58 Collaboration tools and systems...59 Knowledge-based client relationships...60 Developing a culture of collaboration...60 Expert view: Using technology to enhance collaboration...61 Expert view: A practical guide to internal networking...67 Chapter 8: A question of leadership...71 The significance of communication for a law firm leader...71 Keeping people connected...72 Communication challenges...72 Integrated communications73 Creating a climate of trust.74 Lessons learnt...76 Key points...77 Part Two: Case studies Case study 1: Taylor Wessing LLP - Using internal communication to embed brand values and culture...81 Strategy...81 Methodology...82 Alignment of resources across all offices...83 Innovative systems and processes to support content delivery...83 Encouragement of two-way feedback...83 Business benefits...84 Case study 2: Wragge & Co LLP - Pictures and storytelling unite the firm around a shared strategy...85 Firmwide forums...85 An innovative communications approach..85 Using the rich picture...86 Measuring success...87 Case study 3: Allen & Overy LLP - Communicating difficult news across a complex global firm...89 Providing high quality global business services...89 Deciding to move off-shore...89 Communications planning.90 Announcement day...90 Consultation...91 Informing and involving fee-earners...91 Successful outcomes...92 Case study 4: Linklaters LLP - An internal communications campaign changes behaviour..93 Implementing a global engagement survey...93 Designing an internal communications campaign.93 A three phase approach...94 Supporting partners and managers...95 Measuring results...95 Case study 5: Freshfields Bruckhaus Deringer LLP - Creating unity, engagement and pride...97 A time for unity and strong leadership...97 Features of the international film festival...97 The rationale...98 Impact...98 Building greater global collaboration...98 Case study 6: Allens - Introducing an engagement survey...101 Identifying the right tool...101 Branding and communications...101 Stakeholder engagement and consultation...102 Results...102 Action planning...102 Lessons learnt...103 The next phase...104 Case study 7: White & Case LLP - Building a collaborative culture through learning and development...105 Creating a level playing field...105 Starting with induction...105 Creating the Professional Skills Institute...106 The importance of internal networking...107 Business benefits...107