Breakfast

Introduction

Executive Leadership and Management

• The roles of chief legal officers and attorney managers: Distinguishing characteristics
• Factors determining the current actual capacity of chief legal officers and attorney managers to fulfill their roles.
• Problems in transition or why attorneys may fail as managers.

BREAK

Leadership and Motivation

• Motivation—What it is and how to get it from your staff and others you have to lead.
• The best ways to get people to do their very best work over extended periods of time.

BREAK

Leadership and Motivation (continued)

• Case studies in managing performance and conduct problems.

LUNCH

Personality, Management and Leadership—The Myers-Briggs Type Indicator (MBTI)

• Differences in perception, judgment and attitudes towards work and the world.
• Temperament in leading and managing.
• Leadership strengths and possible limitations.

BREAK

Personality, Management and Leadership—The MBTI (continued)

Leadership Styles and Leadership Effectiveness

• Leadership styles—when they work and when they don’t.
• Case studies in choosing a leadership style.
• Challenges to employing different leadership styles.

BREAK

Leadership Styles and Leadership Effectiveness (continued)

Concluding Comments

Reception

Breakfast

Introduction

Strategic Thinking, Planning and Management

• The strategic management process.
• The importance of clear mission and value statements.
• Critiquing existing department mission and value statements.

Strategic Analysis and Strategic Thinking—Identifying Strategic Issues

• SWOT analysis—content and procedures.
• Selecting strategic issues from the SWOT analysis.
• Critiquing/identifying strategic issues currently existing in participants’ legal departments.

BREAK

Developing Strategic Goals and Objectives to Address Strategic Issues—Origins of the Department Vision

• Managerially useful goals and objectives.
• Developing strategic goals and objectives to address strategic issues.
• Critiquing/identifying current strategic goals and objectives in participants’ legal departments.

BREAK

Strategic Management—The Final Steps

• Developing action plans for implementing strategic objectives.
• Reviewing and adapting the implementation of action plans.
• Critiquing existing department action plans and the process of reviewing and adapting those plans.

LUNCH

Personal Motivations to Lead and to Manage

• Motivation Self-Assessment.
• Motivations and Management Strengths and Limitations.

BREAK

Managing Organizational Change

• Roadblocks and resistances to change.
• Examples of successfully introduced organizational change.
• Critique of a model for introducing effective organizational change.

Concluding Comments

Breakfast

Introduction

Leading and Managing High Performing Teams

• The characteristics of different types of teams and teamwork.
• The dynamics of teams.
• Techniques for forming, managing and leading high performing teams.

BREAK

Leading and Managing High Performing Teams (continued)

Sustaining Strategic Management and Leadership Within the Law Department

• Discussion of a process for effectively managing the work of the office and leading the staff—the case and work planning and progress review process.
• Comparing the case and work planning process with existing departmental goal setting and performance review processes.
• Case and work planning and staff performance evaluations.
• Exploring the challenge of implementing the case and work planning process.
• What other processes, if any, can be used to sustain strategic management and leadership within the legal department?

Concluding Comments and Institute Evaluations

Session Ends