To get her across the line, John knew Karen needed to:
‘Grow the pie’ by attracting referrals and acquiring new clients
Think and act like a business owner – by adopting a more strategic approach
Promote herself to partners in other practice areas of the firm
Delegate work to junior lawyers to reduce costs and enhance the firm’s capabilities
After assessing Karen’s financial results, I coached John to help her set SMART goals and develop a strategy for winning more high-value work. I also taught him ways to instil an ‘owner’ mindset in Karen, which included seizing the opportunity to craft and present the practice group’s business plan.
Importantly, leveraging my expertise, John worked with Karen to create a networking map, identify gaps between herself and the partners – and forge relationships systematically.
But to be a truly effective leader, Karen also needed to focus on nurturing others.
Using the firm’s competency model, I supported John as he showed Karen how to identify opportunities for delegation, assess competencies and manage projects more effectively.
Through my supervised coaching, John expanded his own coaching capabilities and positioned Karen as a top candidate. In the end, she made partner. And this was because she:
Moved from the mindset of a practitioner to a business owner
Became more confident in her business development skills, built a stronger internal profile and exceeded the financial expectations for partnership
Forged strong relationships with partners and clients, which helped her ‘grow the pie’
Mastered goal setting, priority planning and communicating her intentions to drive positive outcomes
Nurtured a team of motivated junior lawyers
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