It’s a great market for lawyers on the move
If you are thinking of a change this year, now is the time to start job hunting! If you no longer love your job, you feel ambushed by a merger, your career progression has stagnated, you are under appreciated or you just want more flexibility or a pay rise – it’s a great time to be a lawyer. Don’t you wish you sold your house, shares or bitcoin at the top of the market? Well as far as career changes go, now is a great time to consider a forward career step. Employment grew for a 17th consecutive month in February and so it’s a great time to be a candidate. Elias Recruitment has been swamped with new job orders from a range of clients including law firms, in-house and even government… did you know we were recently appointed to a government panel? We have even opened offices in Queensland and Victoria to help our candidates on the ground. Clients are busy and crying out for good quality lawyers and are even prepared to offer a decent premium for lawyers with the right experience. The main areas of demand at the moment are corporate, property, litigation, IT, estate planning, family law and construction. There is also an increasing demand for lawyers with some client following to join with firms and leverage their practice (at the same time as offloading their admin and overheads) and gain referrals from other practitioners. So, if you: don’t like your current role feel that you are unfairly compensated believe there is little chance for progression dislike the culture of the organisation don’t get along with your boss want to find something a little closer to home are seeking more flexibility … take a look at our jobs on offer here. For those looking for a chance to escape the traffic, house prices and rat race of the big cities, we also have some exciting regional roles in Adelaide, Coffs Harbour, Newcastle, Mildura, Broome and Swan Hill. Most of our clients work with us exclusively so we can provide our candidates with a better matching service, detailed information to make the right choice and first-hand experience of the intangible elements like the team dynamics and firm culture. What’s your next move? Arrange a time to meet with us for a complimentary coffee and a chat (you “Keep” the Cup). Email [email protected] to book a time.
Keep your lawyers happy!
Retaining top talent should be a priority for every firm. Turnover is costly in terms of training time, lost work, employee morale – not to mention unhappy clients. With the candidate market for lawyers increasingly tight, it is more important than ever to keep your lawyers happy! By providing a clear career track and support to enable their best work can only be to the benefit of your clients and your firm. Here are four approaches to consider in ensuring your firm culture is optimised to retain your top performers. 1. Focus on employee experience Considering the employee experience is essential to keeping your lawyers loyal and happy. Susan Peters, Senior Vice President of Human Resources at General Electric, defines the employee experience “simply as seeing the world through the eyes of our employees, staying connected, and being aware of their major milestones and the physical environment our employees work in, the tools and technologies that enable their productivity, and learning to achieve their best at work.” Essentially, focusing on employee experience ensures that a firm goes beyond a one-size-fits-all approach to hiring and culture and caters a career track suited to maximizing the potential of each employee. This may mean understanding the differing needs of baby boomers, Gen-X/Y and millennials. 2. Prioritise employee engagement throughout the organisation According to research by Gallup, only 13% of employees globally are engaged at work. This presents a significant cost to employers. Gallup’s research, which included nearly 1.9 million employees, confirmed a strong connection between employee engagement and key performance outcomes, including: customer ratings, profitability, productivity, turnover (for high-turnover and low-turnover organisations), safety incidents, shrinkage (theft), absenteeism, patient safety incidents and quality (defects). Engagement is all about empowering managers and employees to effect positive change to their workplace. “It should go without saying, if the person who works at your company is 100 percent proud of the brand and you give them the tools to do a good job and they are treated well, they’re going to be happy,” Richard Branson told Inc. magazine. 3. Recognition costs nothing This might seem obvious, but showing appreciation for a task well done, a client kept happy or a crisis averted is cheap, easy and needs nothing more than a word of thanks or an appreciative email. Some employees prefer a public accolade – a mention during a meeting, reflecting validation in the eyes of their peers – while others thrive from a quiet word of thanks in private. Public praise, however, serves the additional purpose of demonstrating to the team what kind of initiative is useful. 4. Provide workplace flexibility Outcomes matter, not time in the daily grind. Offering employees the option of working remotely, working around school hours or only coming in when necessary can mean you retain a top talent while still achieving the results the business needs. As the global workforce shifts towards contingent and contract workers – the ‘gig economy’ – flexible workplaces will increasingly become the norm. Like so many other workplace practices, it’s vital not to be left behind – especially with NewLaw emphasising outcomes-driven work and flexible work practices. The cost of unhappy employees The costs of not keeping good employees happy are high. A study by the Society for Human Resource Management suggests that employers need to spend six to nine months of an employee’s salary to find and train their replacement – for a lawyer on $150,000, this equates to a cost of $75,000 to $112,500 for the firm. Optimising the employee experience will be an easier shift for smaller firms and businesses. However, with the candidate market tight, employers will need to prioritise keeping employees happy more than ever. Talk to us today about how we can assist you in finding top talent to fill your next role, email [email protected] or phone (02) 9555 5711.
Legal market cools slightly in Second Quarter FY18
The end of 2017 saw a slight drop in legal hiring, with a slight 4.49% decrease in legal jobs advertised from the first to second quarter FY18. This may in part be due to the Christmas break, with many offices winding down activity over summer. This reflects an overall buoyancy in the legal market, led by property, Corporate/ M&A and litigation roles. In-house positions enjoyed strong growth, with 30 in-house jobs advertised across Company/ Commercial and Corporate/ M&A. This marked a 200% increase on the previous quarter. Other sectors to contract included Company/ Commercial, Property, Banking/ Finance, Insurance, IP/ Technology/ Media, Employment, Tax, and Competition/ Compliance. However, several sectors experienced some growth, including Energy, Insolvency, Corporate/ M&A, Criminal and Pro Bono. The end of the calendar year saw relatively steady hiring figures in Litigation/ Dispute Resolution, Personal Injury and Family Law, according to the Elias Legal Jobs Index. Major gains in energy and in-house The Energy sector was one of the biggest winners in the second quarter of FY18, with a jump from 1 position to 5 over the two quarters. This may reflect Australia’s shift to renewables as energy costs soar, with NSW now receiving one-fifth of its energy from renewable sources. Increasing compliance requirements ahead of the Federal Government’s new National Energy Guarantee may also be bumping up demand for energy lawyers. In-house also made gains as companies, banks and the Big 4 bulked up on internal teams. Banks represented 26% of in-house hires in the second quarter of FY18. As an area consistently in demand, this will be good news for many lawyers currently in private practice. The upshot? With legal hires continuing to be steady despite increasing competition from New Law and the Big 4, it’s a promising market for candidates. The full picture See the table below for a complete breakdown of where each vacancy was across Q1 2018 and Q2 2018: Area Q1 2018 Q2 2018 % change Company/Commercial 27 25 -7.41% Corporate/M&A 39 45 -15.38% Property 56 30 -46.43% Banking/Finance 37 25 -32.43% Litigation/Dispute Resolution 56 54 -3.57% Insurance 29 20 -31% IP/Technology/Media 31 14 -55% Tax 5 2 -60% Personal Injury 13 12 -7.7% Employment 17 11 -35.29% In-house 33 45 +36.36% Family 7 6 -14.29% Insolvency 0 2 NA Competition/ Compliance 13 9 31% Energy 1 5 +400% Pro-bono 1 2 +100% Criminal 1 3 +200% Jason Elias runs Elias Recruitment, a boutique legal recruitment consultancy that specialises in finding lawyers for law firms, NFPs and corporate in-house teams. For more information, email [email protected]
Six things lawyers can learn from a workplace culture legend
Ronnie Altit is passionate about creating great corporate culture. As founder and CEO of IT Company Insentra, Ronnie saw Insentra place fourth out of 150 companies in the 2017 Great Places to Work survey. Speaking at the inaugural Legal HR Meetup, Ronnie shared six major insights into how he fostered a happy and collaborative corporate culture – creating happier clients and a better bottom line. The Legal HR Meetup was hosted by Bartier Perry and was attended by HR professionals, firm management and lawyers. “What I truly love most is our people,” said Ronnie. “This year, our business grew by 30% in terms of staff, yet the satisfaction levels also grew. I want to be a great place to work because I know this translates into the corporate culture. Corporate culture fundamentally correlates with the bottom line of the business.” 1. Set the rules of the train Good corporate culture comes from keeping every member of the organisation responsible for creating a productive workplace. Ronnie likens running the organisation to running a train; each compartment represents a different aspect of operations, with Ronnie as CEO driving the train. “There are no doors on the train, so there can be open communication between the carriages. A hierarchy exists on the train, but it exists to help people. If something needs to be done on the train, I will go and shovel coal. There is no job in the organisation that I shouldn’t be able to do. Likewise, no team member should say ‘not my job’ – they will be the last three words they say on the train.” The organisation is founded on honesty, integrity, and trust, and driven by a policy of accountability, celebration, efficiency and service excellence – forming the acronym, HIT ACES. “A champion tennis player aims to hit aces as often as possible. So do we,” said Ronnie. 2. Catch someone doing something right Ronnie constantly strives to celebrate the successes of his team – in other words, to ‘catch someone doing something right’. “When you find someone succeeding, shout it out. Send an email to the whole company that they’ve had great feedback from a client.” “When someone does something wrong in our organisation, they don’t get collared. They get counseled so they can improve.” Rather than an HR manager, Insentra has a ‘Vibe Manager’ responsible for keeping Insentra employees empowered and happy. “Our Vibe Manager needs to feel empowered by the organisation to do the right thing by people – not just do the right thing by the business. The right thing by the business will happen if the right people do the right things.” 3. Talk about the pebble in the shoe “If you’re on a train shovelling coal, you’re going to bump into each other and drop hot coal from time to time. Things will go wrong. We call this the ‘pebble in the shoe’. If you walk up and down the train with a pebble in your shoe, you’ll get a blister, you’ll get cranky, and people will avoid you. “If people can come and talk about things when it’s a pebble in their shoe, we can help remove the pebble. Sometimes, we won’t be able to, but we’ll be aware of the issue.” “If you don’t want to talk to someone about the pebble, then don’t let it be a problem,” Ronnie said. “If you don’t want to share it, stew in it. I’d like people to share – bring in a manager, or bring in me. Otherwise, it’s your problem. We’re not an adult day care centre.” 4. Forget performance plans “We don’t do performance plans. We don’t do formal performance reviews. I believe they’re a waste of time,” declared Ronnie. “Performance reviews talk about what a person did in the past few months. I expect the leadership team is communicating regularly with their team, and the team is communicating regularly with their manager, raising pebbles as they go.” Ronnie believes that a good CEO should be able to go up to any member of his team and ask how they think they’re performing. “As a team member, you own your career,” said Ronnie. “It’s up to me to facilitate your career, not to own your career.” 5. 10 out of 10, personally and professionally At any given point of any given day, Insentra’s employees might announce that they are a two and a two, or a nine and a ten. These scores refer to how they are feeling personally and professionally; it’s a quick way to check in on performance and more importantly, address issues before they escalate. “I believe how people are personally will affect how they work,” said Ronnie. When a team member announced he was a “2 and a 2” at the start of one meeting, Ronnie’s phone buzzed with messages of support from colleagues. “People asked, ‘what can we do to help this guy out?’ People actually care about the people they’re working with and want to help. I talked to that guy until 11 pm that night.” At the better end of the spectrum, Ronnie actively encourages tall poppies. “You need to be the best you can be,” said Ronnie. “I don’t tolerate tall poppy syndrome. I also have a ‘no bitching’ policy. Bitching is the root of all politics. It doesn’t achieve anything.” 6. Lead from your heart “Greed doesn’t help an organisation grow,” observed Ronnie. “If we have people who love what they do, and their number one focus is the clients, then I’m going to have more cash. I’ll have more cash to invest in people and the organisation.” “Every business in every industry seeks to differentiate on product, price, or service. Most of the time, the differentiator is service. When you get great service, it’s because you feel people care about you. The reason people love what they do is because they love where they work, so they are authentic in their care for clients.” “Happy people leads to
How to future-proof your legal career in the age of Robots
New Law, disruption, legaltech – these buzzwords herald a shift in how the legal profession sees itself, innovations in technology drive down costs and clients demand more for less. There’s good news however, the doom and gloom around robots coming for the jobs of lawyers is largely unfounded. A recent survey by the Law Society of England & Wales suggested that AI’s impact to the number of legal jobs is minimal – less than 1% – with legal staffing having already peaked in 2009. Artificial Lawyer has predicted further growth in demand for legal services, particularly among larger commercial enterprises, with AI set to serve the often underserviced consumer legal market. Do robots dream of electric lawyers? With the market for legal services set to grow, we can rest assured robots are not coming for our jobs. However, major shifts in technology will demand a vastly different kind of lawyer – equipped with a broader, more human-centric skillset. As technology increasingly assumes the dull, repetitive aspects of legal work, the lawyer of the future needs to do what robots can’t – be more human. What are the skills of the future lawyer? Gone are the days of lawyers memorising hundred page judgements or perfecting total recall of legislation. Just as many law schools have done away with closed book exams, mastery of core legal knowledge sits as a skill alongside an array of more business-oriented, client-focussed skills. Technology allows lawyers to swiftly search and analyse law; its next iteration will allow simple legal problems to be resolved – with services like Allira and Get Free Legal Advice (NZ) allowing for a functionality akin to ‘Siri for law.’ So what skills will future lawyers need to possess to remain relevant? Emotional intelligence/ empathy Law has always been about more than the technical work of applying law to a client’s matter. Understanding what a client wants and requires, and acting effectively in the best interests of a client necessitates a nuanced view of human motivations. This is particularly true in emotionally-charged areas of practice such as family law, but mastery of cultural mores is equally important in a commercial context so lawyers can deliver services clients find valuable. Business acumen to better advice commercial clients Repositioning the lawyer’s role as more of a consigliere with an intimate understanding of the client’s business goals, politics and challenges is essential to ensuring ongoing legal work is seen as relevant and valuable. Lawyers acting as trusted advisors, as opposed to ‘firefighter’ lawyers used only in case of legal emergencies, are far more valuable to clients – intimate knowledge of a client’s business allows them to proactively address potential legal risks long before they become costly and complex. Networking and business development Technology is now automating much of the mundane legal work long the bane of lawyers, especially junior lawyers. As a result, the future lawyer will be encouraged to skill up in business development much earlier in their careers. Relationships with clients, current and new, will emerge as the future lawyer’s major asset. Tech-savvy early adopters Lawyers are often seen as luddites. The profession is a latecomer to digital disruption; some lawyers still insist on printing all correspondence. In terms of technology, however, resistance is increasingly futile – the future lawyer is a tech-savvy early adopter, open-minded and eager to embrace ways technology can make their work more efficient. Firms who fail to consistently update technology to optimise workflow risk being left behind – and priced out of the market by more efficient competitors. Interested in finding out more about recruiting for the future of law? Follow us on Facebook or LinkedIn, or explore technology CPD courses on Bulletpoints.
Corporate/ M&A leads legal jobs surge in the first quarter FY18
The first quarter of FY18 saw an overall jump in the number of corporate legal jobs advertised, with 480 jobs listed in July-September 2017, compared to April-June 2017. The big winners were corporate/ commercial/ M&A, property, insurance and intellectual property. Other sectors were also up, including technology and media law, dispute resolution, employment and in-house roles. The only areas to see a slump were personal injury and insolvency and tax law. The end of the financial year saw steady figures in banking and finance, litigation and family law, according to the Elias Legal Jobs Index. Robust jobs growth across all major practice areas Demand for corporate/ M&A and commercial roles saw a sharp rise of 148%. Property law followed, with a 43% increase in property roles advertised. Insurance also experienced robust growth, with jobs up 64% over the two quarters. Intellectual property and trademarks roles rose by 50%, with technology and media law rising by 36%. Employment law roles rose by 80%. The only areas of practice to see fewer roles advertised were personal injury, dipping by 55%, and insolvency and tax, which also declined. The full picture See the table below for a complete breakdown of where each vacancy was across Q4 2017 and Q1 2018: Area Q4 2017 Q1 2018 % change Q1 2018 SYD Corporate/ Commercial/ M&A 64 158 146% 43 Property 37 53 43% 23 Banking/ Finance 31 31 3% 20 Litigation 33 33 0% 24 Insurance 17 28 65% 21 IP/ Trademarks 6 9 50% 7 Tech/ Media 11 15 36% 7 Personal Injury 14 9 36% 3 Dispute Resolution 8 11 37% 9 Employment 10 18 80% 8 In-house/ Big 4 12 15 25% 10 Family 4 4 0% 3 Insolvency/ Tax 7 11 57% 6 Competition/ Compliance 12 10 16% 6 Franchising 2 1 50% 0 Energy 2 1 50% 0 Pro-bono 1 2 100% 1 Criminal 1 1 0% 0 Jason Elias runs Elias Recruitment, a boutique legal recruitment consultancy that specialises in finding lawyers for law firms, NFPs and corporate in-house teams. For more information, email [email protected]
Recruiting lawyers ready for digital disruption
Digital disruption, AI (artificial intelligence), legaltech – all these phrases have become synonymous with the change affecting traditional private practice. Lawyers are facing competition from unexpected quarters – the ‘Big 4’ professional services firms expanding their legal teams, while the ranks of in-house counsel also grow. In addition, startups and disruptive technology are turning their attention to the legal profession, hoping to address simple queries via AI-powered chatbots, streamline and automate due diligence workflow or predict judgements or the compliance requirements of new regulations. In the midst of this slew of technological activity, lawyers are increasingly asking how best they may adapt to remain relevant as the role of the lawyer evolves. To future-proof your legal career, Elias Recruitment has compiled a few useful tips. Gain exposure to legaltech Wherever possible, gain an understanding of what is happening in terms of tech disruption. For example, Gilbert + Tobin and the Centre for Legal Innovation recently hosted the AI in Legal Practice Summit, which featured Heads of Innovation from major firms and legal entrepreneurs developing apps and tech solutions for the profession. In attendance were not merely technology lawyers but also in-house counsel from universities and industry bodies, as well as lawyers in private practice. Conferences, roundtables and events like this offer lawyers an opportunity to understand key trends emerging in the profession, and become champions of change within their organisations. To code or not to code? It’s a matter of a debate as to whether lawyers should learn to code. Some firms have run workshops on introductory coding for their lawyers, simply to allow lawyers to better understand their clients’ business. While there is no suggestion that lawyers should become proficient in coding and development, it is clear that lawyers who do possess a working knowledge of new technology are more likely to recognise and adapt to its applications. Get involved in internal tech projects Firms are increasingly adopting new technology to innovate and improve efficiencies, especially for labour-intensive legal tasks like due diligence and discovery. Get involved in pilot projects designed to test drive new technology, and be among the first tech-literate lawyers in the firm and the profession. So what does this mean for me? Adapting to a changing profession does not strictly mean lawyers need to become expert technicians, developers or app inventors. Rather, future-ready lawyers will remain relevant by improving their exposure and understanding to emerging technology and its applications to what they do. Interested in learning more? Visit Bulletpoints.com.au to browse the range of legal courses available.
State of the Legal Market: Recruitment Update
Elias Recruitment brings you the latest state of play in the Australian legal market, drawing on the Urbis National Profile of Solicitors Report – Urbis (2016) and a review of the State of the Legal Market by Melbourne Law School and Thompson Reuters Peer Monitor (2016). The profession is growing, aging and diversifying The Australian legal profession is experiencing significant growth. Over the last five years there has been a 24% increase in the number of practicing solicitors. This reflects significant growth in the profession. Indeed, for the first time, gender parity has been achieved, with an equal number of men and women in the profession. Women now make up nearly 25% of all partners in all law firms and a third of partners appointed in the six months to 2 July 2016. However, this diversity is not enjoyed across the board. Australian lawyers with Asian heritage have encountered a ‘Bamboo Ceiling’, with six of Australia’s large law firms having no partners with Asian backgrounds, and only 0.8% of the Australian judiciary having an Asian heritage. Much like Australia’s overall workforce, the profession is also becoming older, with one in 12 solicitors aged 65 years or older. Employment Sector Legal employment sectors are also shifting. Whilst the majority of lawyers continue to work in private practice, there has been a significant increase in the number of solicitors working in the corporate sector and government. Between 2011 and 2016 there has been a 59% increase in this sector. Revenue and demand declining, while competition and disruption is on the rise The legal market is in a state of considerable flux. Revenue and demand for traditional legal services is declining – with total legal spend going to traditional law firms contracting. The big winner are multidisciplinary practices, digital solutions and NewLaw models which are expected to seize 40% of total legal spend by 2021. With the pace of change increasing, progressive law firms are adapting quickly to outperform their competitors. It is imperative that lawyers and law firms looking to survive and thrive in this new environment understand the key elements disrupting traditional legal services – NewLaw and related technology, Multi-Disciplinary Practices, and Boutique, Specialist and Focus Firms. What are the Macro Trends? Lateral partner movements – acquiring proven rainmakers from competing firms is the next best alternative to drive revenue growth – but these come with cultural risks! Growth of digital – the App takes hold of law firms. Supply of legal graduates – but don’t believe the media! Whilst we are told that there are now 41 law schools in Australia producing over 15,000 graduates per annum the figures collected in 2015 by the Counsel of Australian Law Deans reported that just 7,583 law students graduated in 2015. Investment in sales and pricing capability – many firms are investing heavily in upskilling their partners and senior staff in selling and pricing skills. Growth in the mobile lawyer. In conclusion, the present state of the legal market is one of considerable change and opportunity. Firms which adapt to new business models and lawyers who embrace an understanding of new technology and adopt a broader advisory role will be best placed to benefit. Those who don’t risk falling behind their competition. If you’re looking for more details about the market, or interested in exploring your next career move, get in contact with Elias Recruitment on (02) 9555 5711.
Legal in-house roles… four tips to make the move
Looking to move in-house but unsure of where to start? Jason Elias, Managing Director of Elias Recruitment talks through key considerations before you make your move, and what you can do to prepare and be best placed to land an in-house role. 1 Roles are often not advertised “Often in-house jobs are not advertised,” observed Jason. “Within a company, there may already be lawyers engaged on secondment who would be an obvious choice for an in-house role.” If you can’t manage a secondment, get to know as many in-house lawyers in decision making roles as possible. Try to network with university or PLT classmates, attend CPD sessions – especially the Association of Corporate Counsel (formerly ACLA). It’s all about who they know and how well you understand what they need as a legal team. This is where a well-connected recruiter adds great value. 2. High demand for limited supply “There’s many perceived benefits to in-house roles, especially for lawyers with children who might be seeking better work life balance and juggling family commitments. This results in a flurry of private practice people that want to move in-house,” said Jason. “Generally speaking, the problem is that there’s not enough positions for in-house and quite a bit of competition for these limited positions. “However, there might be a trend towards getting lawyers in on contracts rather than creating full time roles, which reflects what is happening in New Law. “We often get briefed on in-house contracts which are a great way to get your foot in the door,” said Jason. “Often, these can roll over into longer contracts.” 3. Gain experience within the industry With so much competition for in-house positions, companies can afford to be selective. “Some employers don’t simply want you to have in-house experience, but in-house experience within their particular industry,” said Jason. Different industries can have specific regulations which impact their operations; an intimate understanding of these issues offers substantial value-add as a lawyer, specifically as an in-house counsel. 4. Transactional lawyers may do better than litigators “Broadly speaking, lawyers involved in transactional work may do better than litigators in terms of in-house roles,” said Jason. “Many companies may have quite small in-house teams, so they won’t have a need for dedicated litigator. There are exceptions to this, of course – banks, insurers and major companies may have a litigator too.” Moving in-house is appealing to many lawyers, promising a change of environment and in some cases, friendlier work hours. However, demand for in-house roles are competitive, and the positions are often not advertised. If you are looking to move in-house or simply interested in exploring your next career move, get in contact with Elias Recruitment.
Seven simple steps to go from good lawyer to SUPER lawyer!
When clients select a lawyer, technical skills and knowledge are the basics they expect of a good lawyer. What can take you to the next level and differentiate you to prospective clients and increase loyalty with your current clients? After speaking with a number of key HR managers, here are several tips to take you from good to SUPER! 1. Make your clients feel valued It takes surprisingly little effort to make a client feel important and like their needs come first, but the payoff can be huge. Once you’ve developed a business relationship, keeping it strong might simply be a matter of staying in touch by sharing relevant articles, important industry changes, or even remembering their birthday or a significant anniversary. These small things can help position you as a ‘trusted adviser’ rather than just another service provider waiting to get paid. 2. Remember the EQ factor No amount of legal knowledge can compensate for a lack of emotional intelligence. We’ve all worked with people who don’t have it. And, we’re sure you can point to someone who shows immense EQ and whose business thrives as a result. The ability to relate to your clients and your colleagues – putting yourself in their shoes – is crucial if you want to build your client’s trust. A well rounded lawyer with commercial nous – understands the ‘business’, not just the law. 3. You’re ready with creative solutions Being able to come up with a unique solution to a problem gives you a true advantage over lawyers who are simply painting by numbers. Develop an entrepreneurial capability. Focus on business growth, innovation – not just the law. If you don’t think of yourself as naturally creative, don’t worry – creativity is truly something that can be learned. Start with the classic guides to creativity, from Edward De Bono’s Lateral Thinking to Malcolm Gladwell’s Blink. 4. Be one step ahead of your clients You should already be staying up to date with the legal world through CPD and reading. Passion for the law is seen through being able to discuss recent cases, legislation and matters you have read. However, there are other areas where a little bit of research on your part will really put you ahead of the pack. Do you stay on top of financial issues that affect your clients? What about the latest tech news? This doesn’t have to be a huge research project. Just checking a couple of news sources a day will get you out of Dennis deNuto territory. A quick and easy way is to go to australianlegal.community which curates content for busy lawyers. 5. Be seen as a thought leader This may seem like a cliché, but it is a vital skill to master if you want to play in the upper echelons of any company, law firm or government department. While some are born with great leadership abilities, every great leader has spent time developing and refining their skills. To keep up with the latest thinking on leadership, nothing beats the Harvard Business Review. You should also be across the best management training books (try David Maister, Daniel Pink and Seth Godin). If you really want to refine your leadership skills, you could always commit to an MBA, LLM or a short course via College of Law, FMRC Legal. If you’re time poor, check out the great short courses at Bulletpoints.com.au. 6. Offer something unique Following on from leadership, think about the skills you have outside your legal training that make you a ‘value-added’ adviser. Clearly demonstrate your technical skills when responding to scenario or factual questions. Maybe it’s something concrete, like being able to speak another language or having in-depth knowledge of a specialist area, such as medical devices or start up technologies. It could even be something you’ve always had an interest in but never quite managed to pursue or an interest in social justice or community. I volunteered at a community legal centre whilst practising at a large law firm. Make sure you are aligned with the firm’s culture and business values. While it might seem like a diversion or even an indulgence, developing your skills outside what’s expected can make all the difference in the long run. 7. Sharing is caring Share your knowledge with new starters, junior staff and those reporting to you. Being approachable and known as the ‘go-to’ person may seem altruistic but remember, the best way to learn is by teaching others. This will take you and your team from good to SUPER! Looking for your next career opportunity or just want a free and confidential chat? Take a look at the current roles we have on offer, visit our Job Seekers page or call us on (02) 9555 5711.
