Writing impact can be improved through training
Tip to improve your writing – plan!
It’s so easy to start an email, or document and get stuck in quickly.
But planning before we start, can save time later.
Planning means we set out the document before we start to give ourselves a framework within which to write.
Teamwork training has an impact on performance and motivation
Team working – do something for someone now!
Often with team working activity we look at how to work together. When looking at live situations people often ask us, ‘how can we improve our team working’ and ‘I need to work closer with the other department.’
In terms of improving relations with other people or teams consider what you have done for them recently. Or even better what they have noticed you do for them. Now think of something you can do for them now!
Stop whatever you were doing, now do something for them. Anything, small, big, anything.
Go ask them if you can help with something. Ask if they are waiting on anything. remove a block form one of their projects, or just make them a coffee, or buy them a cake.
How often do we just see people when they want stuff. Maybe you could be different.
Written communication skills training improves writing immediately
Written communication skills tip – plan
It’s a simple tip.
Before you start to write, plan.
Take a breath, consider what you are doing, who the target audience is, their perception of things, how they will receive your communication etc.
Make it a habit, something you don’t have to think about, that is, the habit of planning. Every time you start to write, stop and think and plan.
Time management training is practical and interesting!
Time management tip – use the one to one with your manager.
Regular one to ones with your manager should occur in professional organisations. These give both people an opportunity to discuss how the work is going, personal development, any issues etc.
They also give the opportunity to discuss issues which can impact your personal efficiency or management of time. For example, role creep. In many organisations the role of an individual may well be defined by a job description, but this does not mean the role cannot grow. Extra duties and responsibilities can be given, very often with a positive spin. “It’s a privilege for you to be given this project to oversee.”
But role creep can mean that you have more work to do on top of your existing duties. This can have a huge impact on your time management. So we can use the one to one to discuss these kinds of issues early on, if not before they occur. How they are communicated is also important, that is, in a positive way. But still to avoid avoidable pressure by using the one to one to raise concerns can really work in avoiding crisis situations later on.
Time management training is practical and interesting!
Time management tip – prioritisation
Nasty tasks! We all get things to do from time to time which we perceive to be nasty. This could be filing, form filling or a difficult conversation. Whatever it is, we consider it nasty. So we leave it. We don’t do it now because we don’t want to. We will do it latter, not sure when later, but not now. And when later arrives we won’t do it then either. Whilst we are not doing this nasty task it festers. It becomes more complex, more dull or more nasty. It grows into a very nasty task, taking up more time and therefore needing to be put off until we have more time. And it takes up a little time now in worrying about how nasty it is.
So what’s the tip? Do the nasty thing first. Do it now. Don’t even add it to your to do list, just do it.
Get it done and get it gone!
The more we procrastinate over nasty tasks the worse they get. So when a nasty task arrives, just get it done. Prioritise nasty first.
For more practical time management training tips just book one of our practical and fun courses; www.itd.com/time-management-training
BD activity often gets relegated so start early in your career
Networking for junior lawyers, is it worth it?
We are often asked by junior lawyers; trainees, newly qualified or one to two years PQE, is networking worth it at our level?
What are the reasons for networking at your level when you are just starting out in your legal career:
1. Yes those you network with are not the commissioners of work, but they probably will be one day. Just as much as you will appreciate getting work from them, they need to have good lawyers they can trust, and who better to trust than someone you have known for a few years. This might sound a bit harsh, but we’re not saying this is the only reason for making and keeping contact, you may well become friends, but both will have a problem to solve and if you can help all the better, if not, still good.
2. It starts and gets you into a good habit. We all know modern lawyers need to be business winners as well as ‘good at the law’. Starting early puts you in the right frame of mind, it means you can practice and home your skills at BD. It also means it’s not a big change when as an associate you realise you have to do it to become a partner.
3. It is actually rather rewarding and not nearly as bad as you think it’s going to be. You meet people with a good chance of having similar interests, they will be bright and more than likely interesting.
Making a contact target list for a BD event gives focus
BD for lawyers – internal networking events tip # 2
Make a list of the contacts you most want to meet. This may be one to four people. It gives you focus and a goal. Having a goal will also help drive your invitee list in the right direction.
Not having too many on your target list can also be good as it means you can be flexible. Once you have achieved your target you are free to explore who else is there and make other less expected or anticipated contacts.
Baker & McKenzie has appointed Gillian Coyle as its London HR director, bringing it closer to its diversity targets and handing it a 50 per cent female board.
Former Deloitte consultant Coyle joined the firm in 2010 as head of the firm’s HR business partner team and will be the eighth member of the London managing committee, led by London chief Paul Rawlinson.
Baker & McKenzie introduced a target of a 30 per cent female equity partners in April 2013, when it had a 15 per cent global equity partnership, and added two women to its board last year (26 April 2013).