Leadership

Our Firm provides a great deal of investment in developing its leaders – both for the future of the Firm, and for the future of employees wherever their career may lead them.

Top-Down Approach

Bertone Piccini believes in a top-down approach to leadership, starting with buy-in from the partners. If any program that a firm or company enables is not modeled by the partners or executives currently in leadership roles, the chances of success for such an initiative are limited. This means that current leaders are among the first to participate in any development initiative.

Why

  • Primary Benefit: When the quality of leadership is enhanced, employee capability and commitment are positively affected; when employee capability and commitment grow, client acquisition and retention improve because people who are well served will in turn serve their clients and their organizations well; and as client acquisition and retention improve, there is a positive impact on profitability, market share and shareholder value. The Firm recognizes leadership as a business skill that is essential for good client service and Firm citizenship.
  • Secondary Benefit: The ability that those senior lawyers acquire to push down their leadership skills to the next generation of lawyers who will eventually succeed them.

How

Establishing a system that measures leadership competencies through use of developmental assessments and rewards, such as the following:

  • Developing rewards for meeting and exceeding the leadership competencies that are measured, in the form of compensation, special recognition, leadership assignments, or another type of reward that is valued by those who are assuming leadership roles.
  • Providing ongoing education in the area of leadership so that our professionals know and understand what is expected of them and are taught how to meet their targets. This is particularly important for lawyers if they have had no formal training in this area and, until now, have been asked to be only individual contributors in their firms.
  • Providing ongoing individual support in the form of mentoring within the Firm and coaching from an internal or external leadership mentor.
  • Providing professionals with an opportunity to practice their newly acquired knowledge and skills in real time and to engage in the best learning tool available—learning by doing—so they can integrate what they have learned into their daily leadership practices.

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