Peter Jackson is managing partner of Hill Dickinson. He sees himself as more of a Brearley than a Botham.
Were you always destined for management or was it thrust upon you?
To describe management as being thrust upon me would be unfair, although it has to be said that there weren’t too many other candidates around at the time that I was voted in as managing partner! That said, I have been involved in management of the practice for some years, having previously been business administration partner and deputy managing partner before accepting the poisoned chalice. I recognised some years ago that management of Hill Dickinson was focused on one particular generation and that partners from my generation, if I can put it that way, needed to gain experience at an early stage in readiness for responsibilities to follow.
Define your management philosophy (in 20 words or less).
Controlled empowerment and delegation to people who know more about things than I do.
How does management compare to fee earning?
I enjoy both but genuinely believe that in larger law firms it is no longer possible for a managing partner to dabble in both disciplines. Fortunately, having been involved in shipping and marine law, I'm used to short deadlines and issues arising without any notice at all and which can totally disrupt any plan one might have had for a working day. A '24/7' mentality is also a fundamental requirement for a lawyer in the transport sector and that attitude lends itself well to the management role.
What is the most difficult aspect of your job? And the most rewarding?
Dealing with stressed, talented and busy lawyers is both the most difficult and rewarding feature of the job. Lawyers are, generally, intelligent people with strong views and are trained to argue their corner with force. Consequently, it is not easy to persuade a lawyer on a subject where he has already formed his own view that he may not be correct. When you succeed, it can be most rewarding.
What is the most pointless piece of management jargon you have ever heard?
To pick out one from the plethora of management-speak nonsense we see these days would be very difficult. I always try to avoid using it – as managing partner you have to communicate to everybody in the firm, not just those who have read the textbooks and 'talk the talk'. In my view, expressions such as 'marzipan layer' and 'balanced scorecard' ought to stay in the kitchen and the golf course respectively!
How do you get to know junior lawyers/trainees in a firm with so many fee earners?
Take every opportunity you get to speak to junior lawyers and trainees: attend relevant social events where you can speak informally with junior lawyers; focused meetings of particular groups - like trainees, assistants and associates; deal directly with junior lawyers on the issues affecting them, rather than leave everything to be handled by a practice group head.
How do you sell your firm to potential recruits?
We are frequently told by new recruits one of our best features is our collegiality and I always stress this when interviewing or meeting potential partners and associates. I try to be present at all interviews – or some stage of the interview process, at least – for all associates. Young lawyers are sometimes impressed if the managing partner will take time out to deal with them but I don't know why - it should not be an unwanted imposition on my time.
What has been your mot embarrassing/cringe-worthy management moment?
Where would I start?! That said, if they can handle the technology, some of my members may well end up reading this, so I am taking a fifth amendment on that one.
Who is your management guru or idol?
[Former Liverpool FC manager] Bob Paisley.
Which is more effective in your experience – carrot or stick?
You have to use both. Stick should be the tool of last resource.
What is the biggest challenge facing your firm over the next 12 months?
There are five principal aims for the next 12 months: getting the most out of our existing lawyers and support staff; retaining our current lawyers; addressing the potential impact of the Legal Service Bill; successful implementation of a new practice group/divisional structure which should smooth management and help integration between different parts of the business; and - as ever - maintaining the equity structure in a manner which is as satisfactory as possible to as many of the LLP’s members as possible.
What achievement are your most proud of as a law firm leader?
I have been in the position for only 20 months but my best achievement, to date, would be the merger negotiated with Hill Taylor Dickinson in November 2006. The merger has taken the combined entity to the next level and presents incredible opportunities for us to grow the business further.
Have you read Sun Tzu’s The Art of War?
Yes. There are some wonderful comments from Master Sun that are directly relevant to leadership of a professional services firm. For example: "[The] Way means inducing the people to have the same aim as the leadership, so that they will share death and share life, without fear of danger.”
Another is: "Governing a large number as though governing a small number is a matter of division into groups. Battling a large number as though battling a small number is a matter of forms and calls.”
And, on merger management, the following is relevant: "Change their colours, use them mixed in with your own, treat the soldiers well, take care of them."
How will you know when it is time to call it a day?
My term of office expires; the members ask me to stand down; or when I simply cannot face getting out of bed in the morning any longer.
Complete this sentence: The historical figure I most relate to is…
…one whose position I would hope to emulate - Mike Brearley, the England cricket captain of the early 1980s. He wasn't a brilliant player in his own right and would not probably have been in the team but for his leadership and management abilities. If I can achieve a position whereby I am accepted as a member of a team solely for my management and leadership abilities then I will have succeeded.
