CLIENT
50 partners selected from the North American practice of a leading law firm
NEED
The law firm was experiencing high levels on interpersonal conflict, burnout and turnover coupled with low levels of engagement, motivation and productivity. The firm was divided along hierarchical lines with a strong “us” and “them” mentality operating to create mistrust and a lack of cohesion between the partners and associates. This impacted how the work was getting done within the firm and the maintenance of important client relationships. Measures of engagement and motivation were at an all time low.
SOLUTION
Designed and delivered a training program for the partners centered on the use of Self Determination Theory (SDT) in their leadership approach. Many change programs designed to enhance motivation and engagement are lengthy, expensive and often ineffective. SDT on the other hand, identifies and supports the development of simple changes in the behavior of the leaders and people managers within an organization – these behavioral changes are small, but there impact can be far reaching. To facilitate these behavior shifts, the partners were provided with an overview of the theory and other related positive workplace practices, undertook practical exercises and experiential learning activities, and brainstormed ideas for incorporating their key learning into their overall leadership approach. They set specific targeted goals and developed detailed action plans to take back to the workplace. Each partner was provided with 3 months of one-on-one coaching post training to embed the learning, support the development of the skills and capabilities required to foster a culture of high performance, and to ensure long-term behavior change.
RESULT
The program was evaluated both through quantatitve measures and qualitative feedback. The impact on the individual partner, their direct reports and the wider organization was measured through a Network Analysis. This identified a significant “Ripple Effect” throughout the firm, comprising higher levels of engagement, motivation, work satisfaction, self-esteem, performance, psychological and physical well being, and lower levels of anxiety, stress, emotional exhaustion, burnout and interpersonal conflict. One year later, Partners, Associates and support staff reported that the environment and climate within the firm had improved significantly, and that this in turn, had had a positive impact on collaboration, productivity and client satisfaction.
CLIENT
50 partners selected from the North American practice of a leading law firm
NEED
The law firm was experiencing high levels on interpersonal conflict, burnout and turnover coupled with low levels of engagement, motivation and productivity. The firm was divided along hierarchical lines with a strong “us” and “them” mentality operating to create mistrust and a lack of cohesion between the partners and associates. This impacted how the work was getting done within the firm and the maintenance of important client relationships. Measures of engagement and motivation were at an all time low.
SOLUTION
Designed and delivered a training program for the partners centered on the use of Self Determination Theory (SDT) in their leadership approach. Many change programs designed to enhance motivation and engagement are lengthy, expensive and often ineffective. SDT on the other hand, identifies and supports the development of simple changes in the behavior of the leaders and people managers within an organization – these behavioral changes are small, but there impact can be far reaching. To facilitate these behavior shifts, the partners were provided with an overview of the theory and other related positive workplace practices, undertook practical exercises and experiential learning activities, and brainstormed ideas for incorporating their key learning into their overall leadership approach. They set specific targeted goals and developed detailed action plans to take back to the workplace. Each partner was provided with 3 months of one-on-one coaching post training to embed the learning, support the development of the skills and capabilities required to foster a culture of high performance, and to ensure long-term behavior change.
RESULT
The program was evaluated both through quantatitve measures and qualitative feedback. The impact on the individual partner, their direct reports and the wider organization was measured through a Network Analysis. This identified a significant “Ripple Effect” throughout the firm, comprising higher levels of engagement, motivation, work satisfaction, self-esteem, performance, psychological and physical well being, and lower levels of anxiety, stress, emotional exhaustion, burnout and interpersonal conflict. One year later, Partners, Associates and support staff reported that the environment and climate within the firm had improved significantly, and that this in turn, had had a positive impact on collaboration, productivity and client satisfaction.
