Ensuring your function workshop or conference delivers an exceptional experience for those participating helps increase general engagement and develops credibility.
IKD consults with a wide range of clients in the lead up to their off-sites to ensure the right goals are identified and the workshop delivers. Whether your intention is to improve business performance, strategise for the year ahead or up-skill your team, IKD’s depth and breadth of experience can support you in exceeding expectations.
Workshop topics you might like to consider include
Commerciality skills for in-house lawyers – define what commerciality means to you and your business clients. Explore the tension that can pull lawyers away from providing commercial advice. Build skills that enable you to manage risk and support business growth.
Manage push back and resistance from the business – three methods to enable lawyers to respond effectively to negative feedback from the business and turn resistance into a relationship-strengthening experience.
‘Dance’ with the business – Legal Teams ‘in step’ with their clients – techniques that enable lawyers to do fall into step with business interests, desires and passions and build a constructive partnering relationship.
Emotional Intelligence for lawyers – the skills that develop a legal team’s ability to deepen and strengthen their relationships with business clients and each other, shifting their focus from the legal tasks to relationships.
Manage stress to stay focussed – techniques and methods that will enable lawyers to distinguish between positive stress (eu-stress ) and negative stress (dis-stress )and build effectiveness by staying focussed, calm and mindful of the critical rather than the urgent issues.
Work through and with conflict – review five conflict styles and the value of each in the legal team to business interactions. Identify preferred style/s and associated risks and opportunities.
Ego management – develop a deeper understanding about how to manage your own and your client’s egos. Build strategies to create a team ego both within the legal team, as well as with clients and peers.
Lawyers lead an ethical culture – assess current performance in your organisation regarding an ethical mindset. Develop strategies for the legal function to lead thinking in this critical area of business performance.
Lawyers as effective networkers – develop a plan to strengthen and expand operational, personal and strategic networks to generate opportunities for yourself, your team and your organisation.
When is it good enough? Managing the ‘Inner Critic’ – personal development for lawyers and legal teams – lawyers as a professionals are particularly hard on themselves. Trained to objectively analyse, locate flaws and drive perfectionism, lawyers are prone to apply these skills when self critiquing, which can lead to feelings of failure or under achievement. Review the causes of this professional mindset and learn strategies to transform the ‘inner critic’ to an ‘inner coach’ that drives high performance in a satisfying way.
Networking intelligence – being an effective networker is an expectation of many workplaces, and this session offers the opportunity identify and develop strategic networking skills. The outcome includes enhanced opportunities for your firm, organisation, reputation and career.
Facilitating thinking - the impact of effectively facilitating thinking is to successfully engage and influence audiences on a wide range of topics. Rather than focusing on the content only and simply ‘telling’, investing time in encouraging and facilitating thinking can achieve authentic commitment and understanding.
Legal function performance - review performance and feedback through client surveys, 360s and other feedback avenues. Develop strategies that will increase the value of the legal team to the business.
Manage the external providers – assess the performance of external law firms (current and desired) Review latest thinking about the relationship and methods that will deliver mutual benefits. Develop an engagement plan to improve performance and relationship.
Business partnering – consider the ways that the legal team are establishing a partnering relationship with key internal stakeholders, and assess what is effective and what isn’t. Devise new strategies that will enable the legal team to become an invaluable business partner.
Strategic planning for the legal team – to become an irreplaceable resource, internal legal functions must think strategically and innovatively about how best to lead the business thinking and influence the collective mindset, so that the commercial and risk imperatives are both seen as critical for sustainable business performance.
CLD / CPD Points Yes
IKD Facilitators Geoffrey Still, Jil Toovey, Benny Tabalujan, Lisa Whiffen and Debby King-Rowley
Past participants Caltex, Telstra, BHBP, NAB, CBA, PILCH, HATCH, Dell, Siemans, Kraft, OneSteel, Orica, Babcock and Brown
