The Mini MBA for In-house Lawyers (London, United Kingdom - June 26-29, 2018)

  • ID: 4437238
  • Conference
  • Location: London, United Kingdom
  • 4 Days
  • Falconbury Ltd
  • Conference Dates: June 26-29, 2018
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This intensive four-day programme uses up-to-date MBA thinking and techniques to focus on the real and challenging issues that are confronting today’s in-house legal departments.

The expert trainers from a legal and business background will share with participants their own experiences from working as in-house lawyers and business managers. They will refer to and explore up-to-the-minute management and leadership methodologies and techniques. This programme also offers a unique opportunity to share existing best practice and establish industry-wide norms with colleagues from different organisations and countries.

What are the objectives of this course?

As a result of attending this programme, you will be able to:

  • Engage with business colleagues when strategic choices are being made
  • Review the role and strategy of the in-house legal function
  • Define and demonstrate the rationale and value of the legal department to the rest of the organisation
  • Achieve better outcomes by applying project management techniques
  • Mobilise more effective teamwork within and outside the legal team
  • Participate more confidently in discussions involving financial analysis
  • Withstand cost cutting pressures by highlighting coherent resource priorities
  • Establish strong working relationships with business colleagues in order to influence behaviour and attitudes towards legal issues
  • Manage and lead the in-house legal team to high performance
  • Access and enhance core leadership management techniques in the context of effective change management
  • Pursue the best remuneration options with external law firms and gain value for money from their services
  • Examine and understand how successful Heads of Legal have applied a commercial and strategic focus to achieve results
  • Measure and boost the performance of the legal team through valuable assessment and coaching

*Please note, events may be cancelled due to commercial or organisational reasons. In this case Research and Markets will refund all registration fees which have already been paid. Research and Markets will not refund any charges arising from the participant having to cancel or re-book transportation or accommodation which he or she has arranged.

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Day One

09.00 Registration and refreshments

09.30 Welcome, introductions and objectives setting

Mark Prebble, Lawyers in Business

09.45 MODULE 1: Business strategy and strategic planning

During the module you will explore and examine the concept of business strategy and strategic choices.

Your strategy

  • Your business has a strategy - do you know what it is?
  • Is it taking you where you need to be?

Strategy, tactics and choices

  • Definition
  • Classic strategy development
  •  Why do you exist?
    •  How do you deliver value for others?
    •  Who are you?
    •  What performance do you need?
    •  What is your message?
  • Top down v bottom up strategies

11.00 Refreshments

11.15 Strategies for winning v strategies for success

  • The difference between success and winning and when to focus on each
  • Creating strategies for success
  • Strategic activity systems

13.00 Lunch

14.00 MODULE 2: Developing your strategy for legal services

In this module you will apply strategic principles in aligning the strategy for legal services to deliver the support that enables the business to reach its strategic goals.

  • Building the full picture of the need and demands for legal services
  • Risk appetite and corporate culture

15.30 Refreshments

15.45 Selecting and selling the right options for the provision of legal services

  • In-house capability decisions
  • External providers
  • Cost implications

PRACTICAL EXERCISE: Developing a blueprint

17.00 Close of day one

Day Two

09.00 Refreshments

09.30 MODULE 3: Leading and managing strategic change

This module will explore the different types of people management styles and their relative effectiveness in the context of strategic change and how these can be applied to help you lead a high performance team. It will also help you identify your own motivational and leadership style and preferences. You will learn how to adjust your style to suit the needs of others in order to increase your influencing capabilities.

Strategy, change and people

  • Eight levels of change
  • Compelling strategies for everyone to follow

How you experience change

  • Change-U
  • People types and change
  • Leading yourself through change
  • Followership through change
  • Leading others through change
  • Integrating actions, beliefs, cultures and processes to enable change

11.00 Refreshments

11.15 The change toolkit

  • Types of change
  • Change readiness assessment
  • Stakeholder analysis
  • The politics of change
  • Communication
  • Influence
  • Networking
  • Success factors

13.00 Lunch

14.00 MODULE 4: Project management and team-work
This module will examine how in-house legal can benefit from applying project management and team works skills to deliver successful project outcomes.

The essentials of project management

  • Key elements for effective project management
  • Overview of basic project management tools

PRACTICAL EXCERCISE: Applying the project management approach to your work

15.00 Refreshments

15.15 Teamwork

  • Team roles and composition
  • Team membership qualities
  • Team leadership qualities
  • Dealing with team tensions and non-performance

PRACTICAL EXCERCISE: Developing the in-house legal team

17.00 Close of day two

Day Three

09.00 Refreshments

09.30 MODULE 5: Understanding the business from a financial perspective

This module is designed to help you understand the language of business finance and to know what questions to ask your financial colleagues. It will provide you with a clear understanding of the key aspects of financial and commercial management from an operational perspective and show how in-house legal links with the finance function, and enable you to gain a deeper understanding of the key financial indicators that are useful within your department.

The history and the accounts

  • All of the jargon around rules and the like
  • The main statements and what they tell you
  • How to interpret the figures to understand the business issues
  • Valuing a business from the accounts - EBITDA etc.

11.00 Refreshments

11.15 The future and the need for business processes

  • The Boardroom jargon quiz
  • Business plans - why are they needed and how are they prepared?
  • The use of budgets and management information to control businesses
  • Why cash is king and the need for cash flow forecasts
  • Investment decisions explained
    •   Net present values
    •   Rates of return
    •   Payback periods

13.00 Lunch

14.00 Practical exercise: Forecasting cashflow, profit and loss and a balance sheet

MODULE 6: Managing a budget and external expenditure

  • Managing fees with external law firms
  • Ensuring you are getting best value from your external law partners is essential to delivering an effective working partnership. This module will explore the process from both an in-house and private practice perspective and deliver techniques that will ensure your relationships deliver win-win fee arrangements.
  • The problems with traditional fee arrangement -
  • What do law firms want?
  • Understanding the cost and the cash flow

15.30 Refreshments

15.45 Finding ways of operating more creative and ‘win-win’ fee arrangements

  • How do you encourage greater efficiency - the use of matter planning and pricing tools?
  • Fee negotiation - making it more effective and less stressful
  • Genuinely creative fee arrangements that help everyone

Making sure there are no unforeseen surprises on fees

  • Getting the engagement letter right
  • Practical ways of managing scope creep

17.00 Close of day three

Day Four

09.00 Refreshments

09.30 MODULE 7: People management and leadership

This module focuses on getting the balance right between encouraging professional autonomy and ensuring transparency and accountability. Whilst stimulating personal development of individuals is important, you need to ensure that you do not lose sight of your own.

Understanding and fostering motivation and engagement:

  • Motivation theory
  • Demotivation is easy
  • Neutralising negativity and scepticism

PRACTICAL EXERCISE: Performance management scenarios

11.00 Refreshments

11.15 Emotional intelligence and leadership qualities

  • Developing yourself
    •  As a leader
    •  As a manager

13.00 Lunch

14.00 MODULE 8: Influencing and decision-making

  • Analysing stakeholders
  • Deciphering cultural differences
  • Problem solving tools and processes
  • Decision-making tools and processes

PRACTICAL EXERCISE: Contributing effectively to decision-making

15.00 Refreshments

15.15 The view from the other side

  • Learning from those in-house lawyers who have become business leaders
    •   What pointers for us does their hindsight provide?
    •   What best prepared them to be candidates for a business role?

16.00 Question and answer consultation session with Mark Prebble

16.30 Close of course

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Mark Prebble

Mark Prebble, during his 21 years as an employed in-house lawyer, has worked for ICI and The BOC Group plc in the UK, and Biogen and SGS in Switzerland. He held the positions of General Counsel at SGS and Group Legal Adviser at The BOC Group plc. Since 1998 when he established Lawyers in Business, Mark has worked with in-house legal departments, providing coaching and support for in-house lawyers, wherever located, on management issues, legal department performance and projects involving raising legal awareness. Mark runs workshops for in-house lawyers in Europe and Asia. He also undertakes project management work for businesses, which have no legal department, and interim management of legal departments.

Robert Mowbray

Robert Mowbray is one of the longest standing and most widely known trainers of professionals having worked in and with law, accounting and other organisations for over 25 years. He is renowned as a trainer in things ‘financial’ and has considerable experience of helping lawyers to read financial statements and in helping professional firms to increase profitability through more efficient and effective working practices.

Robert was the author of Maximising the Profitability of Law Firms and has trained or consulted with over 400 firms in over 20 countries. He has been voted Trainer of the Year by the Legal Education & Training Group and is the current author of the annual financial benchmarking survey organised by the Law Management Section of the Law Society. The unique experience that Robert has gained puts him in a position to independently and authoritatively help in-house legal departments understand strategic financial management and how they can build effective relationships with external law partners.

Graham Boyd

Graham Boyd is known for his success in leading people, business, research, strategy and multi-stakeholder dialogue. He integrates hard skills with soft skills, to enable clients to connect the organisation’s purpose and strategy with the behaviours required. Over the past ten years his focus as entrepreneur and business transformation consultant has been on what has recently become known as Teal, or self-managing and deliberately developmental organisations.

Graham started his professional life in high energy physics and computing then moved into Procter & Gamble, where he led the successful development of new products and new organisations. He combined complex systems thinking: seeing the whole, the interactions, and the parts and then changing the system for the better to drastically improve their operations in Asia and then in Europe. At P&G he worked globally with the in-house legal team to develop strategic thinking and management skills. Since leaving P&G in 2008 Graham has been an accomplished consultant, trainer and coach, and achieved great success with organisations and teams globally in developing their strategic decision-making skills, and empowering them to link their operations to overall business performance.

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  • Heads of legal departments
  • Legal affairs directors and managers
  • Senior corporate counsel and advisors
  • Legal departments CEOs
  • Key corporate law team members
  • Private practice lawyers seeking a switch to an in-house role
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Holiday Inn Kensington Forum
97 Cromwell Rd
United Kingdom

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