5 Lessons Learned: Lawyers

Helping Lawyers with their Careers and With Getting Business

Critical to most successful people whether a politician, a business owner, a professional or an artist, they all rest on the bedrock of having along with them an advisers who plays a crucial part of their success. The logic seems to reflect over the reality that when one, or a group, is engrossed over something important or critical, the ability to think out of the box gets out of the question, and the likelihood of deciding over something severely substantial to alight themselves with a better analysis or a judgment, is fundamentally curtailed. They have a blind spot or things they are not able to see or consider when making decisions. And we all have our blind spots and the reason why in our present economy, there is an increasing trend in top corporations toward hiring external coaches to work with senior level executives.

These coaches that are hired by companies to coach executive act not only as a sounding board but it also conditions everyone to a reality check. They provide support and validation, using their resourcefulness, their acumen and expertise.

Today, even the legal profession is finding the need for professional coaching. And in our case, they help lawyers succeed in their career by putting an edge on their performance when they exploit the advantage of having an accomplice mentor. This is not only for the regular lawyers, but even top performing lawyers achieve peak performances when they are under a mentor.

Where traditional consulting ends, coaching picks up. And what makes them differ? When you are dealing with a consultant, he will try to find ways to help you achieve your desired objective. In most cases, a consultant does not act as a mentor but a role alleviator. It usually ends in detailing the steps that are necessary to achieve the desired outcome of the case, of one’s professional career or in getting more business. In order for consultants to achieve their own ends, they sometimes even do the work for you.

This is not the case of a coach. It does not succeed by having the type of relationship where a more senior or experienced person acts as an advisor or guide to a junior or a trainee. A coach however is one who is responsible for providing support, feedback and an alternative outlook to squeeze out an unsought premise that even the mentor himself or herself is clueless where it will lead to. This will eventually help the lawyer to think is a different, unconventional way.

There is a monthly fee charged by these executive coaches and their usually schedules are weekly phone conferences with their clients. The fees of these coaches can run from a few hundred dollars up to several thousand dollars.

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