Jon Whittle Consulting Ltd
64 Contributions by Jon Whittle Consulting Ltd Experts
PRECEDENTS
Lead for the strategy review
[ insert name ] (strategy lead)
Coordinator
[ insert name of a person who will assist with coordination ]
1 Start strategic review process
Action/question
Status/response
Date completed
Name of the individual directing the process: [ insert name ] [ insert date ]
Name of the person supporting the process and responsible for logistics/planning and deliverables: [ insert name ] [ insert date ]
Away day delegates: [ insert all names ] [ insert date ]
Is an external facilitator required?...
Practice Management
PRECEDENTS
Number of retained and new clients (new matters) for the previous three years, by department
Add departmental totals for retained and new clients/matters across last three years.
Key referrers and work generated
Provide details of principal referrers and the work they have produced.
Analysis of the main sources of work for the previous three years, eg has work been generated via existing client/referrer recommendations, the website, through other marketing activities?
Summarise three-year sources: client/referrer recommendations, website leads and other marketing.
List of major clients ranked by revenue, volume of work and, if possible, profitability (include information on the source of work, size, market sector, demographics, length of relationship, client income, asset base, location and range of services used)
Set out top clients ranked by revenue, workload and profitability, including source, size, sector, demographics, relationship length, income, assets, location,
Practice Management
PRECEDENTS
Instructions
Divide the attendees into smaller teams of 3–4 people to generate ideas and write them down [ utilising [ insert, eg the flipchart provided/a Microsoft whiteboard ] ] ...
Practice Management
PRECEDENTS
Attendees are invited to assess documents before the strategy away day, flagging concerns and noting ideas...
Practice Management
PRECEDENTS
Question
If you possessed a magic wand without any limitations, what changes would you bring about in the firm?
Exercise 1: working group instructions
Split the group into smaller teams of 3–4 people to brainstorm their thoughts. Record all magic wand wishes [ insert means of recording, eg on a flipchart, in [ name of app ], on the whiteboard ]...
Practice Management
PRECEDENTS
This presentation is intended for a strategy away day and mirrors the running order set out in the Precedents for the Strategy away day—programme and the Strategy away day—pack index. It is designed to dovetail with the rest of the Strategic planning subtopic and works on the basis that you have already completed the following preliminary steps from Precedent: Strategy—action plan and timeline, namely:
Stage 1: Begin the strategic review process; set a date for a strategy away day (allow at least 12 weeks)...
Practice Management
PRECEDENTS
To: [ insert name ]
Subject: Strategic review [ insert year ]
Here’s your chance to contribute thoughts on the company’s strategic direction for future. We highly value your input...
Practice Management
PRECEDENTS
1 Vision/future — Group Themes: Partners — summarise per Strategy review form s1.
2 Key business challenges — Group Themes: Partners s2; Operational team leads s1; Legal teams s1; Other staff s1.
3 Culture and values — Group Themes: Partners s3.
4 Governance and management — Group Themes: Partners s5.
5 Services to clients — Group Themes: Partners s6.
6 Risk management — Group Themes: Partners s7.
7 Finance/profitability — Group Themes: Partners s8.
8 Performance management — Group Themes: Partners s9.
9 Talent/our people — Group Themes: Partners s10.
10 Information technology — Group Themes: Partners s11.
11 Succession — Group Themes: Partners s12.
12 Market trends — Group Themes: Operational team leads s4; Legal teams s4.
13 Activities and outcomes — Group Themes:
Practice Management
PRECEDENTS
Client’s needs
Check | Outcome | Person responsible | Date
Have we located and completely addressed each query raised in the brief? ☐ Yes ☐ No If not, which questions were overlooked and for what reason?
Have we shown compliance with all elements of the selection criteria? ☐ Yes ☐ No If not, which criteria remain unmet in our submission and why?
Does the client employ specific jargon or preferred terms? ☐ Yes ☐ No If so, what are they, and have we woven them into our proposal?
Does the brief highlight any pain points or concerns for the client? ☐ Yes ☐ No If so, what are they, and have we offered remedies and/or evidenced our expertise?
Do we have insight into the client’s values? ☐ Yes ☐ No If so, what are they, and how have we
Practice Management
PRECEDENTS
Client details
Client name [ Insert name ]
What business are we tendering for? [ Provide a brief outline of the work your firm is tendering for ]
Logistics and team
Presentation date [ Insert date ]
Venue [ Insert venue ]
Presentation start/finish time [ Insert times ]
Presentation team [ List the presenters, noting their roles and areas of expertise. Specify who will lead the presentation. Consider including a junior colleague, as clients often like to see this. ]
Back-up team [ Who will cover if one of the presenters cannot attend? ]
Has the presentation date and time been added to all team members’ diaries (including the back-up team)? ☐ Yes ☐ No
Have all team members (including back-up) confirmed availability? ☐ Yes ☐ No
Have travel plans been arranged for all team
Practice Management
PRECEDENTS
General
Meeting date [ Insert date ]
Chair and lead [ Insert name and role ]
RFP/ITT submission deadline [ Insert date ]
Potential client [ Insert name ]
Attendees [ Insert names and roles ]
Agenda
What is anticipated from the team during the presentation? [ What is stated in the RFP/ITT? ] [ What have you discovered since initiating this competitive tender process? ]
People and setting: —who is expected to attend? —what do we already know about them? —which key client needs must be tackled (refer to RFP/ITT or later details)?...
Practice Management
PRECEDENTS
1 Apologies
[ note anyone who cannot attend this meeting ]
2 Action points of last meeting
Actions
Person responsible
Deadline
Status
[ list actions agreed at the previous meeting ]
[ name who is accountable for each action ]
[ record the target completion date ]
[ provide the current status update ]
3 Investing in the future
[ summary of progress, current position, and agreed next steps ]
4 Governance/management
[ summary of progress, current position, and agreed next steps ]
5 Risk management
[ summary of progress, current position, and agreed next steps ]
6 Financial
[ summary of progress, current position, and agreed next steps ]
7 People
[ summary of progress, current position, and agreed next steps ]
8 Services to clients
[ summary of progress, current position, and agreed next steps ]
9 Information technology
[ summary of progress, current position, and agreed next steps ]
10
Practice Management
PRECEDENTS
Legal team: [ insert team name ]
Team leader/Head of department: [ insert name ]
In readiness for the firm’s strategic review and development programme, all team leaders are requested to [ consult with their team members and ] complete the questions below.
Please email the completed questionnaire to [ insert name and email address ].
Deadline for return: [ insert date ]
1 Key business challenges/risks
What are the top three principal business challenges for your team across the following periods...
Practice Management
PRECEDENTS
Operational team
Team lead/Head of department
[ insert team name ] [ insert name ]
Ahead of the firm’s strategic review and development programme, every operational leader should speak with their teams and carefully fill out the questions below as part of this process. Kindly send the finished questionnaire by email to [ insert name and email address ]. Submission deadline: [ insert date ]
1 Key business challenges
Which are the three most significant business challenges for your team across the periods outlined?...
Practice Management
PRECEDENTS
Ahead of the firm’s strategic review and development, all [ equity ] partners are asked to complete this questionnaire. Please email it to [ insert name and email address ]. Return by: [ insert date ] [ Name OR Department ] [ insert name of respondent ]
Vision/future
What is your vision for the firm in five years? [ insert response ]
Top challenges the firm faces
What are the top three business challenges for the firm?
Culture and values
Please circle five options that best describe the firm:
ambitious
dynamic
pro-active
innovative
business-like
traditional
client-focused
unimaginative
team-focused
reactive
successful
under achieving
efficient
working in silos
forward thinking
lacking ambition
declining
modern
struggling
Practice Management
PRECEDENTS
Being invited to present gets us over the first obstacle, yet we should never assume success, even with a long-standing client. Inadequate preparation is the chief reason bids stumble at interview. Walking in without sufficient rehearsal courts failure, even for a strong team. This guide will help you get ready for a tender presentation, whether you’re leading the bid or contributing as part of the team.
Logistics
You have only one chance to deliver. Be absolutely clear about:
where you need to be
when you need to be there
how you will get there
what you must take with you
The tender lead should issue a presentation checklist/plan. If they haven’t, chase it or volunteer to handle the arrangements and create the checklist/plan for the team. Unless advised otherwise, assume the dress code is business smart. Stay on top of the
Practice Management
PRECEDENTS
Tip
What should you do? How can following this tip help you?
Look the part
Consider your appearance and attire—does it reflect the image you intend for yourself and your firm? Presentation matters greatly. Top performers are impeccably turned out, even on days without scheduled meetings, because they want to be prepared for any opportunity.
Develop rapport and empathy with the person you are meeting
Show genuine interest and curiosity—ask plenty of questions and keep the conversation moving, particularly where there is shared ground or a mutual interest. Be as ready to chat about personal interests as you are to discuss business. A natural connection helps people relax and builds trust. Many individuals enjoy talking about their hobbies and family, so join the conversation.
Do not be put off by the word ‘no’
Identify the reason behind the prospect’s objection or the ‘no’ and evaluate whether a different approach or action could
Practice Management
PRECEDENTS
1 General
Date of meeting [ Insert date ]
Persons in attendance (name(s) and role(s)) [ Insert name(s) and role(s) ]
2 Review of the business plan
Review of the legal form and activities of the firm
[ Provide your overall judgement on whether the business plan faithfully represents your firm’s legal structure and the activities you carry out. If it does not, outline the action points required, including the intended outcome, who is accountable for each action, and the timescale/deadline to be recorded in section 3. ]
Check details of key people and professional advisers identified in the plan are current
[ Confirm that the information is up to date. If any details are no longer current, set out the action points,
Practice Compliance
PRECEDENTS
1 Executive summary/introduction
1.1 This business plan arises from a sequence of conversations among the partners. Every partner is accountable for making sure their team backs the aims set out in the plan.
1.2 The plan will be assessed on a [ monthly ] cycle, and advancement against the objectives will be considered at partnership meetings.
1.3 Although the plan’s details are not shared beyond the [ partnership ], we ask [ partners ], where suitable, to talk through our priorities with their team members.
1.4 The plan focuses on delivering a limited set of key objectives over the coming year. [ These objectives are intended to help the firm further strengthen its position by diversifying into new areas of law. ]
1.5 Information on these objectives, and the means by which they will be
Practice Compliance
PRECEDENTS
Person leading strategy review
Lead name: [ insert name ]
Coordinator
Coordination support: [ insert name of the individual assisting with coordination ]
Delegates
Attendees: [ insert names of delegates ]
Venue
Venue details (name, address, room and map): [ insert name and address of venue, room name and map ]
Date and time
Date: [ insert date ]
Strategy meeting: [ insert time, eg 08.30–17.30 ]
Dinner: [ insert time, eg 19.00 ]
Train times
Arrival date train times: [ insert times ]
Departure date train times: [ insert times ]
Questions and further information
For queries or additional details, please contact: [ insert name and contact information of administrator ]...
Practice Management
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