1. How can we make our practice more efficient?
Andrew Otterburn

2. Office management – how to clarify roles, structure management and report accurately
Better infrastructure and IT systems
Learn the legal and commercial technical expertise to deliver the work

3. THE CONTEXT…

10. Internal perceptions: Good things about the firm?
The people I work with (23)
Holidays (8)
Friendly atmosphere (7)
Interesting work (5)
Client service
Good supervision
Marketing
Reputation
Wide range of services

11. Internal perceptions: What is it not so good at?
Communications (21)
People management (11)
Flexibility (5)
Working conditions
Giving praise
Motivating people IT
Equipment
Training
Cover
No salary increases

17. External perceptions Some individuals very well regarded Professional
Efficient, friendly
Solid and reliable
Competent and capable

18. External perceptions Some individuals very well regarded Professional
Efficient, friendly
Solid and reliable
Competent and capable
Slow
Low profile – little marketing
Not seen as proper commercial firm
Issues re communications
Client service
Punching below weight. Have stood still
Need to make more noise

19. Issues to tackle… Management structure Communications Roles & training
Client service

20. 3 KEY REQUIREMENTS…

21. The right people

22. The right people
A plan

23. The right people
A plan
Leadership

24. Managers and leaders Managers administer Managers maintain
Managers ask how & when
Managers focus on systems & procedures
Managers rely on control
Managers take a short term perspective
Managers accept the status quo
Managers do things right
Warren Bennis

25. Managers and leaders Leaders innovate Leaders develop
Managers administer
Managers maintain
Managers ask how & when
Managers focus on systems & procedures
Managers rely on control
Managers take a short term perspective
Managers accept the status quo
Managers do things right
Leaders innovate
Leaders develop
Leaders ask what & why
Leaders focus on people
Leaders inspire trust
Leaders have a longer term perspective
Leaders challenge the status quo
Leaders do the right things
Warren Bennis

26. Poor managers Did not deal with problems “Chippy” Defensive
Unmotivated
Inaccessible
Gave no praise
Did not lead by example
Criticised in public
Did not deal with problems
“Chippy”
Defensive
Not team player
Disorganised

27. Good managers Listened Humour Led by example Protected team
Good communication:
Work
Career progression
Interested
Celebrated success
Good role model
Inspired loyalty
Fought our corner
Gave praise
Trust
Decisive
Aware of team
Genuine
Thoughtful
Well organised

28. Management?
Leadership
Management
Administration

29. 4 questions

30. What do we think our markets will look like in December 2013 and December 2015

31. What do we think our firm needs to look like in 2015?
What do we think our markets will look like in December 2013 and December 2015
What do we think our firm needs to look like in 2015?

32. What do we think our firm needs to look like in 2015?
What do we think our markets will look like in December 2013 and December 2015
What do we think our firm needs to look like in 2015?
What do we need to do to get there?

33. What do we think our firm needs to look like in 2015?
What do we think our markets will look like in December 2013 and December 2015
What do we think our firm needs to look like in 2015?
What do we need to do to get there?
Who is going to do it?

34. Developing a plan What is our market? geographical sectors
Where are we in that market?
Where are we aiming to be?
What is our overall target market position?

35. Developing a plan What is our market? geographical sectors
Where are we in that market?
Where are we aiming to be?
What is our overall target market position?
Structures
Leadership?
Key people?

36. Developing a plan What is our market? geographical sectors
Where are we in that market?
Where are we aiming to be?
What is our overall target market position?
Department / team / sector plans
Merger possibilities?
Technology / outsourcing / processes
Alliances / networks
Structures
Leadership?
Key people?

37. Developing a plan What is our market? geographical sectors
Where are we in that market?
Where are we aiming to be?
What is our overall target market position?
Getting out and about
Looking for opportunities
Getting there first
Department / team / sector plans
Merger possibilities?
Technology / outsourcing / processes
Alliances / networks
Structures
Leadership?
Key people?

38. Particular issues to consider
Staff ratios
Case management/precedents
File management
File reviews
Risk management
Outsourcing typing
Voice recognition

39. "We only have two secretaries in the whole firm for over 100 fee earners!

Everyone either sends dictation digitally to an outside agency or uses Voice Recognition (Dragon from Amazon £54 per box inc headset), or self services.

We were paying the outside agency £180,000 pa but the bill has dropped below £100,000 since Jan 2012 now we are rolling out voice recognition. I just bought another 20 boxes.
We do employ about 8 “admin assistants” who do the stuff that secretaries used to do apart from typing – ie printing, sorting out enclosures, stuffing envelopes, filing and chasing things up. However, we expect the nos of these to drop as we go paperless at the end of this year."

40. How can we make our practice more efficient?
Andrew Otterburn