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In the early 2000’s, the founders of a well-regarded law firm took on a bold vision, committing to grow their firm into a regional powerhouse built on excellent legal advice and superb service... Read More
In 2017, the leadership of a large, complex legal aid provider needed a new strategic plan. Directors and managers depend on the plan to identify priority... Read More
Leaders of a sustainable design architectural firm were not satisfied with the level of support they received from their marketing function. They believed that their design professionals could bring in additional projects and revenue... Read More
A mid-size law firm serving privately-held businesses wanted to ensure their relationships with key clients remained strong. Given increasing competition, firm leaders wanted to understand how well the firm’s lawyers were meeting their clients’ needs... Read More
In the early 2000’s, the founders of a well-regarded law firm took on a bold vision, committing to grow their firm into a regional powerhouse built on excellent legal advice and superb service. With only one location and an ambitious goal, the founders needed the senior attorneys to align around their vision, understand the importance of individual initiatives in the firm’s growth, and engage in the business development work that was key to success.
Working closely with the founders, Leslie empowered the lawyers to embrace this powerful vision, acknowledge their pivotal role, and mobilize to make it happen. She led a 3-step process that began with a series of 1:1 meetings and a retreat, designed to refine and gain buy in for the vision. Next, she worked with the principals to design a custom process to maintain accountability for carrying out the vision. Third, she delivered on the promise. Through trainings, facilitated discussions, and individual coaching, the lawyers took on the challenge to build their practices and grow the firm.
Today, this boutique is one of the largest of its kind in the Pacific Northwest.
In 2017, the leadership of a large, complex legal aid provider needed a new strategic plan. Directors and managers depend on the plan to identify priority areas of need, channel resources for long term impact and initiate new, innovative programs. A successful outcome required active input and deep support from across the organization’s diverse staff and statewide board.
Leslie worked with the leadership team to establish a multi-faceted process at the outset of the project. She collected and summarized data and input from across the entire organization. She facilitated a board discussion and strategic exercises at two all-employee (lawyers and staff) retreats. Staff members across all levels actively participated in refining the mission statement and developing the complex plan.
The 5-year plan was adopted by the board in early 2018 and is now being used to direct the organization’s service delivery and strategic growth.
Leaders of a sustainable design architectural firm were not satisfied with the level of support they received from their marketing function. They believed that their design professionals could bring in additional projects and revenue and the marketing department could operate more efficiently if all were better integrated and aligned. The departure of their Marketing Director gave them the opportunity to understand what skills, functions, structure and leadership would maximize the effectiveness of the marketing department.
Over five months, while serving as interim Marketing Director, Leslie completed an internal assessment of the firm’s marketing needs, successes and operations. Findings included the need for a senior professional leader, a new reporting structure and additional targeted resources.
She then helped the firm successfully recruit a permanent marketing director who, using this assessment and recommendation, elevated the marketing function and its effectiveness.