Follow the links below to read the articles:
Whether you are a management novice, an established 'guru', or
somewhere in between, increasing your levels of self-awareness and
taking stock of what works and what doesn’t is an essential skill to
hone. Ignore the need to regularly do this and in today's competitive
market you could be endangering your survival. Take to the challenge
seriously (though it can be fun as well!) and you will help yourself
excel. Read more...
Part 2 of 5 of Managing to manage?
Being a manager can be exhausting. Whether you manage an entire practice, a department or team, or simply yourself and your work,
the demands on your time and emotional energy will be high. Particularly in the current climate of cutbacks, restructuring and
heightened uncertainty, the world of management can be an draining place to be. It calls for levels of endurance more suited to
a marathon than a sprint. So a good question to ask yourself is "have you the energy for it?"
Read more...
Part 3 of 5 of Managing to manage?
Managers need to have insight. Not only are you expected to infer
meaning and make decisions from reports read, presentations viewed and
meetings attended, you are also required to observe staff performance
and take note of client reactions and requirements. In other words,
managers need to be able to 'see' not simply hard data to be analyzed,
but also relational issues – both those on the horizon and those already
taking place – in order to take the appropriate action and manage
effectively.
Read more...
Part 4 of 5 of Managing to manage?
Decisions, decisions! It is impossible to manage without making decisions. How to handle that tricky client relationship?
How to get the most out of your newly-formed team? When to delegate and when to do? When to wait for more information and when
to strike before the opportunity passes you by? As a manager you will probably find yourself being judged on the quality of
your decision making. So a good question to ask yourself is 'are you making good decisions?'
Read more...
Part 5 of 5 of Managing to manage?
As a manager of a legal practice team you may feel like you are
constantly trying to bring order to chaos – that difficult team dynamic
that causes stress for all involved, the 'awkward' client who people go
to great lengths to avoid, the mounting pile of papers on your desk or
emails in your inbox. As a manager it's your job to make sense of all
these competing priorities and enable yourself/your team/your practice
to deliver on your objectives. Just how you go about this process though
is less clear-cut.
Read more...
