Kingfisher HR Solutions Group’s Post

At Pines Salomon, we believe in the power of growth and the importance of every voice within our team. 🌟 As a managing partner, I've witnessed firsthand the transformative impact that a nurturing environment can have on new associates and staff. It's not just about representing our clients with unwavering dedication; it's also about creating a workplace where every team member feels valued, heard, and empowered to reach their full potential. 🚀 Why We Focus on Growth and Voice: ↳ Empowerment: Every team member brings unique insights and strengths. By empowering our new associates and staff, we foster innovation and excellence in our legal practices. ↳ Collaboration: A culture where voices are heard encourages collaboration and the sharing of ideas, leading to more effective strategies and solutions for our clients. ↳ Professional Development: We are committed to the professional growth of our team. Through mentorship, continuous learning, and opportunities to take on challenging work, we prepare our associates and staff not just for their current roles but for a thriving career in law. 🌱 Our Commitment: We are devoted to ensuring that our firm is more than just a place to work; it's a place to grow, learn, and make a meaningful impact. Whether you're just starting your career in law or looking to bring your expertise to a team that values your voice, Pines Salomon is your launchpad. To our current team, new faces, and future members: Your voice matters, your growth is our priority, and together, we will continue to make a difference in the lives of those we represent. #PinesSalomon #AaronSalomon #LawFirmCulture #GrowthMindset #TeamEmpowerment

If a firm loses a partner to another firm, it's not always bad news. We shouldn't always assume that the firm is unhappy to see them go. For those left behind, this creates an opportunity - to do things a little differently, shake up a practice, hire a lateral who can bring a fresh perspective and enthusiasm, or to promote from within. We are working with a number of firms that are dealing with change and are seizing the opportunity by looking at lateral hires as their solution. As a partner coming into this kind of environment it's exciting to know that the firm is both embracing change as something good and you as one of the agents of it. If you are a partner considering a lateral move, here are the people in Marsden's global partner team to reach out to: 𝗔𝘂𝘀𝘁𝗿𝗮𝗹𝗮𝘀𝗶𝗮: Jonathan Walmsley, Daniel Hogan, Ben Smith 𝗨𝗦𝗔: David Nicol, Bridget McCarthy, Nick Welsh 𝗟𝗼𝗻𝗱𝗼𝗻: Anita Taylor, Tim Andrews, Michelle Mills, Alex Russell 𝗘𝘂𝗿𝗼𝗽𝗲: Nick Paleocrassas, Steve Salem, Máiréad Cremins 𝗠𝗶𝗱𝗱𝗹𝗲 𝗘𝗮𝘀𝘁: Sonia Patel, Aaron Faith 𝗚𝗹𝗼𝗯𝗮𝗹: Jonathan Marsden #partners #lateralhires #lawfirms #legalrecruitment #marsden  

We started Wanta Thome PLC last year with a clear mission and values. But above all, a pillar that acted as the foundation: Providing a stellar client experience. Clients come to us after they believe they’ve experienced injustice or mistreatment int he workplace, often leaving them feeling devalued or uncertain about their path forward. So, we put client experience at the forefront of everything we do. When our clients interact with us, they are immediately embraced by a. team of advocated who genuinely care about their well-being and are committed to championing their cause. One of my favorite sayings is that “clients are our best teachers.” Since we started Wanta Thome last year, we’ve implemented a regular client feedback cycle and received hundreds of responses — and we act on each one. When a client responds to a feedback form, leaves a review, or sends a note, we instantly share their feedback with the entire firm. Did we receive a positive one? Let’s double down on what’s working. If there’s a slight hint of concern, we make improvements. We go beyond the standard expectations of a law firm and provide exceptional service to our clients. A positive client experience builds trust and credibility from the start and amplifies our firm’s message.

Sharing input with friends and colleagues often sparks ideas we can apply in our own lives. In Vistage Florida's peer advisory groups, CEOs gain insights not only by addressing their own challenges, but also by exploring potential future scenarios through the experience of others in the group. To learn more about the values CEOs gain when joining Vistage Florida, visit: https://hubs.ly/Q02l5c_d0 #VistageFlorida #PeerAdvisoryGroup #BetterLeaders #BetterDecisions #BetterResults

Thank you Simon Keegan for including my thoughts on the Big Four’s contribution in regional markets. It's evident that significant changes are occurring in the advisory industry. So, I’d like to take this opportunity to share what sets Dow Schofield Watts apart. 📈 A New Kind of Opportunity: We offer an entrepreneurial environment that allows former Big Four professionals to build their own advisory businesses. If you’ve ever felt constrained by the bureaucracy of a large firm, here’s your chance to lead with autonomy and innovation with a regional focus region. 🌟 Support & Autonomy: By combining independent leadership with the collective strength of over 100 colleagues, we offer professionals the best of both worlds: freedom to lead and a supportive network to share ideas and drive growth. 🚀 Passion & Authenticity at the Core: Our firm is built on a collective passion for excellence, authenticity, and a relentless drive to reshape the regional industry for the better, both for clients and colleagues. 👥 I take pride in our network comprising 47% of former Big Four professionals, including Jon Schofield, Mark Watts and myself; Nicole Burstow, who was integral in shaping our business in recent years; and Pete Fendall, our COO, who have all recognised that we can build a more responsive and regionally focussed advisory business model While the Big Four continue to focus on sectors and global clients, DSW remains focused on delivering meaningful local impact.

The list of people to blame for the horror of Grenfell is long, with the inquiry report released this week uncovering a "web of blame" with endless examples of persistent organisational failings, "corporate greed" and "systematic dishonesty". Justice will hopefully be pursued against those companies and individuals. However, there but for the grace of god go MANY other companies across multiple sectors. The kind of cultural failings and business strategy that contributed to some of the issues that led to Grenfell are most definitely not isolated to these companies, this sector, or this issue. I hope there are a large number of chief executives, board directors, senior leaders and PR / comms advisors across the country taking a long hard look at the way their organisations do business, the culture they have created, the targets they set, and reflecting on, if the shoe was on the other foot, how their business strategy and decisions would hold up under similar scrutiny. We've seen a notable shift in businesses claiming to have a positive impact in society in recent years, but the number of businesses genuinely using this a guiding principle for how they operate is still minimal. Let's hope this kicks of a more rapid cultural shift in business principles. It's in no way all on the PR and comms people, but in our unique role (which should be as much about representing the external world back to the organisation as much as it is representing the organisation externally) we should be able to identify issues and raise concerns and challenges, and if we are unable to do that, that in itself demonstrates a cultural failing and business vulnerability.

Are you thinking about doing smaller deals? Best be prepared, as they are actually more difficult than larger deals, says Anthony Krueger, Associate at Morrison Foerster, With fewer resources and less room for mistakes, smaller deals can be surprisingly complex. Swipe left and learn all about the challenges of smaller deals in the image below: #mascience #mergersandacquisitions #smallerdeals #dealchallenges

This is so true! I have members tell me all the time that they learn so much from talking through the decisions, opportunities, and challenges other members are working on. These conversations get them thinking and planning for "what if" scenarios they may not have considered. Because we meet every month, and have members from different industries, these conversations are intentional. They don't have to depend on just happening upon a discussion at a business or networking event. This is how #Vistage helps keep members ahead of the curve.