Business Development and Marketing At the end of this unit you will be able to: •  examine components of client relationships and build the necessary skills and behaviours to manage clients for future work opportunities. •  identify why existing clients are good prospects to grow  revenue. •  outline how clients become predisposed to using the practice again. •  employ behaviours likely to encourage ‘repeat business’.  •  analyse the elements of professional relationship building. •  identify a variety of client maintenance tactics including upskilling. •  create and commit to an existing client marketing plan, including measuring and reflecting on the success of your efforts. Managing self At the end of this unit you will be able to: •  examine the reasons and environmental elements for your current behaviour. •  identify what you need to do to be your best self. •  prioritise the essential ‘hats’ that you, as the principal of a practice, have to wear. •  explore how to adopt and reinforce ‘habits of excellence’. •  outline a plan for self-managing. Risk At the end of this unit you will be able to: •  examine your practice’s current approaches to diagnosing internal and external risk. •  analyse your practice’s current approaches to and systems for managing internal and external risk. •  identify where you or the practice might be vulnerable to business and professional risks. •  generate options and solutions for strengthening the practice’s defences against risk, including service failures and professional liability. •  evaluate the effectiveness of newly implemented policies or procedures to protect against risk. •  ‘map’ practice strategies, policies and procedures against legislation to ensure compliance. Trust Accounting Open-book Written Assessment Managing People At the end of this unit you will be able to: •  analyse the elements of practice teams and effective working environments. •  discuss the value and importance of leadership and collaboration. •  explore what makes teams work, including maximising open and honest communication. •  analyse the reasons real collaboration is difficult to achieve and what to do about it. •  recognise how you ‘fit in’ and can boost your contribution to your team and practice group. •  identify the elements of effective workplace relationships. •  examine ways to create productive environments as either a contributor or leader of a team. •  outline techniques and create plans for effective ‘influencing’. Workflow Systems At the end of this unit you will be able to:  •  analyse the causes and negative impact of under-delegation in law practices.  •  explore different methods of mapping processes.  •  develop a clear vision of how to work on activities at an appropriate level.  •  identify activities that cause inefficiency, error and delay, and that can be stripped.  •  outline ways to cost-effectively improve the client experience.  •  evaluate the utility and suitability of automated management systems. Ethics and Professional Standards At the end of this unit you will be able to:  • outline the legislation and regulations governing ethical practice.  •  specify the duties and responsibilities of principal and senior practitioners with respect to ethics and professional standards.  •  identify ethical and responsibility issues that could potentially arise in your practice.  •  examine best practice approaches to analysing and resolving ethical issues.  •  list sources of ethical assistance and advice in determining appropriate courses of action. Workshop conclusion DAY 2 DAY 3 8