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ISBA Business School for Lawyers (Session 5): Human Capital Change Management
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ISBA Business School for Lawyers (Session 5): Human Capital Change Management

You can still register for a single session!

12/11/2015
When: 12/11/2015
Where: Butler University
Indianapolis
Contact: Sherry Allan
800.266.2581
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REGISTRATION FORM

There's still time to register for any of the remaining session on Dec. 11.

 

Law school trained you how to think like a lawyer, but you are left to your own devices when it comes to obtaining the business knowledge and skills required to keep a law practice afloat. Increasing your business skills and resources in an ethical manner is an investment in your career that can change the dynamic of your practice.

The State Bar has partnered with Butler University's College of Business to offer the Business School for Lawyers. All sessions will be held on the Butler campus in Indianapolis. Take all five sessions to earn a Certificate of Business Administration. A discounted price is offered to those attorneys who take all five sessions. 

Session dates:
See course overview and objectives for each session below. 

Oct. 30: Session 1 | Strategic Thinking & Business Development
Nov. 6: Session 2 | Financial Business Planning & Reporting
Nov. 13: Session 3 | Client Relationship Management
Dec. 4: Session 4 | Market Analysis for Growth & Business Development
Dec. 11: Session 5 | Human Capital Change Management

 

For questions, please contact Maryann Williams at mwilliams@inbar.org or 800.266.2581.


 

 

Oct. 30: Strategic Thinking & Business Development (Session 1)

Overview:

Having a strategy and employing strategic thinking have a significant impact on law firm success and are crucial to setting the long-term direction of any organization. It is hard to look at the big picture or conduct long-range planning when our time is filled with the daily tasks of running a law practice. The goal of this session is to introduce strategic thinking and analysis to attorneys, demonstrate its value, and create structures that keep strategic thinking from being pushed to the proverbial back burner.

Session objectives:

  • Introduce practice of strategy
  • Demonstrate successes and failures in the implementation of strategy
  • Illustrate the role of firm strengths and weakness in determining strategic direction
  • Illustrate the role of market opportunities in determining strategic direction
  • Provide tools (SWOT Matrix) that help firms identify strategic alternatives
  • Highlight difference between business level strategy and corporate level strategy

Areas to be explored:

  • Resource-based view of a firm
  • Industry perspectives
  • Applying SWOT framework and principles
  • Corporate level strategy
  • Translating strategy into action for decision making
  • Develop timeline structure to ensure strategy is being included in decision making
Nov. 6: Financial Business Planning & Reporting (Session 2)

Overview:

This session is to introduce important financial, managerial and tax reporting concepts that are relevant to law firms. It will cover the primary objectives of a law firm’s financial and tax-reporting system, including:(1) measuring and helping safeguard assets;(2) determining income (loss) to be allocated and distributed to partners;(3) providing information to assist management in evaluating performance, controlling costs and planning for the future; and(4) providing information to management, partners and creditors that will be useful in making business decisions.

Session objectives: Identify & understand the following:

  • Key financial accounting and reporting concepts relevant to law firms
  • Important managerial accounting concepts to help managers assess and improve performance
  • Short and long-range planning concepts
  • Federal and state tax reporting requirements and important tax issues facing law firms

Areas to be explored:

  • Purpose of a law firm financial accounting system
  • Important law firm accounting electives
  • Basic law firm financial statements
  • Specific accounts relevant to law firms:
  • Profit center and responsibility accounting
  • Identify financial highlights and key operating statistics
  • Importance of planning for law firms
  • Importance of budgeting
  • Variance analysis: Comparing actual to budgeted results

Nov. 13: Client Relationship Management (Session 3)

Overview:

This session provides a comprehensive overview of the components of an ethical client relationship management, along with action strategies to help you develop and implement your business development plan. This outcome-oriented session focuses on business-development activities appropriate for law firms.

Session objectives:

  • Understand the high impact areas to build trust with your clients and to develop your firm’s business.
  • Explore trust breakers and builders in the client context
  • Develop awareness of how your firm is perceived by your clients and your employees
  • Explore how to “sell” in a professional services setting that builds client loyalty
  • Introduction into your firm’s brand and how it may or may not be building a client pipeline

Areas to be explored:

  • Explore the four ways to grow a business
  • Client satisfaction/dissatisfaction – how to build satisfaction vs. what to do about dissatisfaction
  • Building client interest in your firm via ethical marketing
  • Client decision-making processes – how do people make decisions, and how can we use that knowledge to our advantage?
  • Your “product/service” – what is it…really?
  • How to create awareness of, and interest in, your firm – getting people to want to do business with you (to include a module on social media)
  • Discover how to build an action plan for client relationship management and business development for your own firm
Dec. 4: Market Analysis for Growth & Business Development (Session 4)

Overview:

This session narrows the focus to emphasize firm branding. Branding is one of the most important aspects of any business, large or small. An effective brand strategy gives you a major edge in competitive markets. By the end of the session, not only will you have learned branding, but you will have also compiled action-oriented templates to guide you in putting what you have learned into place after you return to your firm.

Session objectives:

  • Understand the framework of a marketing strategy
  • How to develop clients and attract them to your firm by building a strong brand
  • Branding your firm – What is it? Why does it matter? How do you do it?
  • Putting it all together – developing an action strategy to build your practice

Areas to be explored:

  • Branding fundamentals – positioning, design, challenges
  • How to build a brand that executes the firm’s strategy
  • Creating engagement around the brand for the firm
  • Explore how to capitalize on the ever-changing world of social media
Dec. 11: Human Capital Change Management (Session 5)

Overview:

This session is to give a brief overview of legal considerations affecting human resources and to introduce leadership and human-capital development techniques and demonstrate how an attorney can use these techniques to help manage the daily activities of a firm and provide longer-term opportunities for employee development. Butler University College of Business has identified a number of core leadership capabilities and will zero in on the most crucial ones. Developing these capabilities will help you avoid litigation pitfalls, have more productive workdays, motivate coworkers, evaluate your staff, avoid personnel problems before they emerge, and understand how to set personal and organizational goals.

Session objectives:

  • Learn to lead without authority
  • Understand how EQ can help you manage others more effectively
  • Understand a model of leading change in the organization
  • Learn techniques for creating a motivating and highly productive workplace
  • Learn strategies to align your subordinate’s behaviors with organizational goals.

Areas to be explored:

  • Introduction to legal issues with respect to attraction, retention, and termination.
  • Leading self and how my values and EQ – Emotional Intelligence impact my style and effectiveness
  • Leading others and learning influence frameworks to move the team forward
  • Leading organizations and how to create a culture that moves my brand and business development forward
  • Organizational change model and how to navigate change for myself and others

 





 

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