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Chief executive of chambers becomes chartered manager

Training will improve ‘effectiveness as a leader’, Landais says  

27 February 2013

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By Manju Manglani, Editor (@ManjuManglani)

Devereux’s CEO, Beverly Landais, has obtained chartered manager accreditation in a move to improve her leadership skills at the London barristers’ chambers.

Speaking exclusively to Managing Partner, Landais said she sought the training to improve her leadership and persuasion skills.

“I wanted to focus on honing my strategic thinking and people management skills to improve my effectiveness as a leader,” she said.

“I also wished to improve my ability to influence and persuade as this is a key skill in a barristers’ chambers as the members are professional, excellent advocates. The process enabled me to reflect on what best practice looks like and model this.”

Landais, who has held positions including head of marketing at Lloyd’s of London and director of marketing and BD at Baker & McKenzie, said that, although she has received management and leadership training throughout her career, she was attracted by the evidenced-based approach taken by the Chartered Management Institute.

“The chartered manager assessment process encourages reflection. It focuses on outcomes and the behaviour and skills that drive these. This process enabled me to reflect on what works well and also consider strategies for achieving continuous improvement within my chambers,” she said.

“For me, nothing can be more important in driving the strategic agenda for the legal sector than truly understanding the activities and actions that can deliver a more satisfied client.

“I firmly believe that senior professional managers have a responsibility to be the voice of the client inside their organisation. I’d go further and say that this is the primary role of strategic management. 

“I believe that senior professional managers should invest in themselves and undertake training that enables them to develop strategies to enhance the client experience. How else can we become more valuable to our organisations if not by listening, interpreting and translating the client’s voice, while urgently pushing forward initiatives that advance the strategic agenda of a well-managed organisation? 

“Training and continual professional development has an essential role to play in this,” she concluded.

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