1. Scottish Young Lawyers’ Association Brand, Strategy & Leadership Andrew Otterburn

2. BRAND

3. A brand is the attributes by which a firm identifies itself and is known outside and which reflect the way the firm handles its clients and its staff James Dallas, Dentons

4. The 3 components of a brand’s vision Future environment PurposeValues Brand’s vision De Chernatony, 2006

5. Values Enduring principles that impact our behaviour Consider why you left a previous firm? What was it that made you say enough is enough? Values of trust, consideration for others Fiona Westwood – Accelerated Best Practice 2008

6. Examples of values Values of consideration, respect for others and teamwork Values of job satisfaction Values of security and trust Values of client service, confidentiality and integrity Fiona Westwood – Accelerated Best Practice 2008

7. Using values Apply them in practice. For example, values of: –integrity – behave with openness and honesty –team work – reward and bonus structure should reflect this –mutual respect – people must behave in that manner Avoid anything that undermines trust and core values Fiona Westwood – Accelerated Best Practice 2008

8. What would you say the values of these organisations are:

9. What would you say the values of these firms are? Lindsays MacRoberts Dundas & Wilson Brodies Morton Fraser

15. SUCCESSFUL FIRMS…

16. Successful firms? Understand their brand and its values Have a plan Have leadership It is a business Are focused on particular markets/sectors

17. A FAST CHANGING SECTOR

18. ebay resolves about 60m disputes a year between vendors and buyers via its online dispute console which allows users to track, manage, resolve or close disputes – without the use of lawyers. Richard Susskind

23. Quindell Portfolio Plc...Quindell Portfolio Plc is a provider of sector leading expertise in Software, Consulting and Technology Enabled Outsourcing in its key markets being Insurance, Telecommunications and their Related Sectors... Rob Terry

26. SUCCESSFUL FIRMS…

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

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

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

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

31. “You don’t have to be perfect, just discernibly better than your competitors at the things that matter most to your clients.” Andrew Headley

32. LEADERSHIP

33. Management? Leadership Management Administration

34. 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

35. 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 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

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

37. 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

42. 3 key factors for success

43. The right people

44. A plan

45. The right people A plan Leadership

46. MONEY

47. Law Society of Scotland

48. 8 partners + 30 other lawyers £’000 Fees6,453 Departmental salaries2,268 Partner notional (£100k)800 Central salaries705 3,773 Gross profit2,680 Overheads2,300 Net profit380 Per partner48

49. 8 partners + 30 other lawyers £’000 Fees6,453 Departmental salaries2,268 Partner notional800 Central salaries705 3,773 Gross profit2,680 Overheads2,300 Net profit380 Per partner48 30/8 = 3.75

50. 8 partners + 30 other lawyers £’000 Fees6,453 Departmental salaries2,268 Partner notional800 Central salaries705 3,773 Gross profit2,680 Overheads2,300 Net profit380 Per partner48 £6,453,000/ 8 = £806,000 30/8 = 3.75

51. 8 partners + 30 other lawyers £’000 Fees6,453 Departmental salaries2,268 Partner notional800 Central salaries705 3,773 Gross profit2,680 Overheads2,300 Net profit380 Per partner48 £3,773/£6,453 X 100 = 58% £6,453,000/ 8 = £806,000 30/8 = 3.75

52. 8 partners + 30 other lawyers £’000 Fees6,453 Departmental salaries2,268 Partner notional800 Central salaries705 3,773 Gross profit2,680 Overheads2,300 Net profit380 Per partner48 £3,773/£6,453 X 100 = 58% £2,300/£6,453 X 100 = 36% £6,453,000/ 8 = £806,000 30/8 = 3.75

53. Law Society of Scotland

57. Competencies Core competency Business & firm management Client Relationships People and team management Personal effectiveness Technical expertise Charlie Keeling – Clyde & Co

58. Scottish Young Lawyers’ Association Brand, Strategy & Leadership Andrew Otterburn