“This book tells you all you need to know about how to get on.” The Times

“Relatively few books have been written with assistant solicitors in mind, about how to succeed at the business of being a lawyer… fewer still have devised a programme for so doing that runs alongside a book. This book does both.”Law Society (The Law Management Section)

5 star rating HR Magazine

The Big 3 (brand, business & leadership) Blog

Overcoming shyness

The other day I was in the City meeting a friend, who was delayed in traffic.  By the time she got there I was engrossed in conversation with a group next to me.  After exchanging cards with one of my new acquaintances and moving to sit with my friend I noticed that she seemed a little pensive.  Soon she confessed that, had she been the one waiting, she would have been uncomfortable.  Rather than make new contacts, she assured me that she’d have buried herself in the newspaper she always carries around for exactly such occasions.

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Tell stories

Yesterday I mentioned that I hadn’t planned on posting anything but when I received Seth Godin’s blog, I thought it too timely (for us as lawyers) not to pass it on. Receiving his post today, I feel stirred to highlight his words again. Seth reminds us that it’s not logic that persuades and moves people, but stories and drama. This is great advice for all lawyers, whether we’re trying to influence colleagues or clients, because stories make people listen—and remember.

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Make a great impression; remember a name!

In his classic bestseller How to Win Friends and Influence People, Dale Carnegie says that their own name is the sweetest sound anyone can ever hear.

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Charisma. Develop yours!

Charisma. Some people just have it—like my friend Lynn. She’s always the center of attention, as people inevitably seem to gather around her. Lynn has the energy and enthusiasm that holds people’s attention, and when you’re around Lynn you just somehow naturally feel better about yourself.

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Interpersonal skills are more valuable than experience

When Right Management (a part of Manpower, one of the global leaders in recruitment) asked more than 800 senior human resource professionals and other business leaders throughout North America what contributes most to accelerated performance, the results were as follows:

  • Organizational culture/motivational fit 31%

  • Interpersonal behaviors 26%

  • Critical reasoning/judgment 21%

  • Technical skills 12%

  • Relevant experience 11%

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