I am taking a break from my recent blogs regarding the C&I London focus on law firm billing to talk about talent development. I am particularly interested in comparing the approach of in-house departments and private practice to this area.
At the company I work for, InBev, we have just completed a Myers-Briggs personality profiling exercise for 40 lawyers in my team. For us it forms part of our three-year plan for the legal team’s learning and development: in addition to Myers-Briggs, the programme is aimed at continuing to build our technical skills in core areas such as M&A, IP and competition; developing soft skills (presentations, negotiating and influencing); and putting our best and most ambitious lawyers on internal and external emerging leadership programs. Coupled with 360-degree feedback programs, ensuring that everyone has their own personal development plan and regular appraisals, this is our framework for people management and talent development.
