Senior and Managing Partners, Heads of Department and Heads of Office. You would benefit from a trusted sounding-board on leadership, governance and strategic issues.
A reflective space for our clients to consider and resolve the challenges that they face as leaders. Our job is to help our clients find the answers that best suit them and their firms, not to tell them what to do.
Both former Senior Partners of international law firms. We have lived many of the issues that Senior and Managing Partners are likely to encounter. We are also both trained and experienced coaches.
In our leadership roles, we have overseen businesses in Europe, Middle East, Asia and North America. This includes both expansion and contraction and working in fully-integrated and alliance models.
No two firms are the same. Tyler Wilson can support leaders of firms which are growing internationally or which are transitioning from a traditional or owner-managed model.
We help our clients realise their full potential as leaders and support them in creating long-term, sustainable competitive advantage.
Every firm and every partner is different. “Politics” is part of the fabric of the collective. Sensitivity on performance management, succession and partners’ individual needs is woven into every conversation we have.
We each have over 30 years’ experience as practising lawyers and in leadership roles. We both chaired the Management Boards of our firms. We know what these responsibilities feel like.
We are graduates of the premier business coach training programme in the UK. We apply our rigorous training as coaches to offer support and constructive challenge.
We are the sounding board that leaders need: the safe space to try out new ideas or uncomfortable truths before taking them into the firm.
Where might new ideas or a different perspective come from? We are objective and independent, and outside the firm, so that you can see things more clearly.
We will need to get to know each other. This is about building trust. We want our clients to feel properly supported, when and how they need to be.
We have worked in pure lockstep, managed lockstep and merit-based partnership models. We understand the significant impact that different incentives can have on partner behaviours.
As former Senior Partners now working with law firm leaders, we wanted to understand in more detail where Senior and Managing Partners go for support, and what is available to them.
We undertook a series of qualitative interviews to hear about people’s experiences - looking at when partners first took up a leadership role, what were the biggest issues they faced; what support they had; what additional support would have been of benefit, and, finally, what support they look for as they become more experienced.Download PDF report
Many firms are seeing a growth in the number of partners who want to continue working into their 60's.
This paper draws on our experience and observations of the best way to manage the changing of the guard.Download PDF paper
James Wilson reflects on the impact of improving his listening skills whilst training to be an Executive Coach.Download PDF essay
Dick Tyler and James Wilson examine the role of the practice group leader - the role in most firms where the 'rubber hits the road' in terms of successful execution of strategy.Download PDF
Dick Tyler and James Wilson offer ten suggestions for Managing and Senior Partners on how to navigate their firm's governance structure.Download PDF
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