As a secretary to CMD and as an administrator role provides both clerical and administrative support to all professionals and management partners, either as part of a team or individually. She is also involved with the coordination and implementation of office procedures and frequently have responsibility for specific projects and tasks. In some cases, she oversees and supervise the work of junior staff or partners.
Her role varies greatly depending on the sector, size of the employer and levels of responsibility. Her most of the work involves both written and oral communication, word processing and typing, and requires relevant skills such as IT, organizational and presentation skills, as well as the ability to multi-task and work well under pressure. In some cases, such as in legal secretarial work, accounting & finance, budgeting, and specialist knowledge or qualifications as & when required.
Her Roles of Senior Partner and Managing Partner
o Financial and Business Performance including the manner in which She discharges her responsibility for managing the business and financial aspects of the Team/Department/Division for which she is performing well as responsible for
o Achieving superior financial performance;
o Maintaining good financial disciplines;
o Working hard and demonstrating long term engagement and commitment.
People Management, Leadership and Team/Skills Development
o Setting the right leadership example both to her own department and to other members of the firm by her leadership
o Achieving cooperation from team members out of respect rather than fear;
o Setting the right example throughout the firm in term of work ethic, personal conduct and crisis management.
o Developing the profile of the firm’s people, their skills, abilities and strengths/weaknesses in depth and skills.
o Understanding the necessity of getting things done through others.
o Constantly working at communicating, delegating, negotiating, resolving conflict, persuading, using/responding to authority/power.
o Understanding the obligation to use power appropriately and the danger of the inappropriate use of power.
o Harnessing the power of the firm by creating, organizing and energizing powerful teams including the extent to which individuals within teams are encouraged to push the boundaries of their own team roles.
o Developing and assisting people by coaching, mentoring, counseling and developing them in any of the following disciplines – law, marketing, sales, finances, career, work-life balance and networking.
o Contributions in general to build for the firm’s future by targeting better clients and better work.
o Achieving sustained value by originating (or playing a key part in originating) clients of the firm.
o Developing the firm’s client base to become and remain highly competitive.
o Cross-selling and introducing clients and referrers to others in the firm.
o Building marketing visions and strategies which are long-term, compelling and market-focused.
o Building the firm’s brand, reputation and profile.
o Performing an ambassadorial role to assist in the building of networks and profile.
Client Relationship Management
o Nurturing our client base.
o Fulfilling the on-going requirement to deliver excellent service to clients in the context of their particular needs.
o Working to produce new solutions which create value to the clients.
o Consistently providing streamlined cost-effective services.
o Effectively building, developing and maintaining strong client relationships.
o Contribution to the Firm as an Institution,
o Knowledge Management and Solutions including –
o Taking responsibility in an effective manner for the management of the firm, its various management functions (eg marketing, IT, compliance), its departments and its sub-groups.
o Contributing creatively to the strategic planning of the firm and its implementation.
o Contributing to the building of the firm’s Intellectual Property including precedents, templates, case management and workflows.
o Assisting in the development of leading edge Knowledge Management and high level technical know-how
o Demonstrating though his actions and the actions of the team compliance with the firm’s policies and procedures including regulatory compliance and good practice in relation to the firm’s own policies on disbursements, bad debts and client care.
o Actively helping build the firm’s processes and systems which contribute to the firm’s ability to grow its business including quality control/improvement, governance and management structure.
o Contributing to the development of a homogeneous culture and esprit de corps.
o Demonstrating the visions and values of the firm by example rather than in words alone.
Self-Development and Self-Leadership
o Evidencing continued development and commitment to developing competence and skills and challenging oneself to expand personal comfort zones.
o Acquiring new expertise and skills valuable to the firm.
o As a role model, demonstrating confidence and self belief, consistently acting with integrity and naturally trusted by others.
o Providing an example of being self-initiating, self starting, self learning, committed and engaged.
o Displaying the ability to pursue goals with a deep sense of purpose and direction.
Responsible for leading the firm as Top level Managing Partner needs some clarity about the authority delegated to her.
Her objectives as a Managing Partner
o Responsible for the economic performance of the firm
o Lead the Partnership in establishing a clear vision and strategy for the Firm
o Establish and maintain forward-looking, efficient and effective management of the Firm
Powers and responsibilities:
Her responsibility to the Partnership for the effective management of the Firm, the Managing Partner often has a range of executive powers to enable her to lead, manage and remain in overall control of the firm on an operational basis and to deliver the Objectives of the Firm. She manages and remain in overall control of the management of the Firm (and each office) within it on an operational basis
o Ensured that the Partners and Fee Earners are effective in the delivery of the Firm’s services to its clients and do so profitably
o Lead the Management Team in developing, for approval by the Partners at appropriate times, the Firm’s business and operational plan, including budgets, so as to achieve maximum profitability
o Have the power, subject where appropriate to agreement by the Board to authorize all budgeted expenditure, and to have some authority over unbudgeted expenditure
o Ensured that the Firm’s Budget and Business Plan are implemented and that progress is monitored regularly throughout the year
o Implemented the agreed Partner disciplines of the Practice and to monitor and police all Partner Accountabilities
o Taken such executive decisions, in conjunction with the Board, as may appear from time to time necessary in order to secure the smooth running, management, profitability and leadership of the profit centre
o Co-ordinated and control the Firm’s drawing policy, including changes in the drawing policy
o Responsible for the appointment, removal and performance assessment of the Department Heads and Management Team
· Analysis & Problem Solving
· Business Acumen
· Client Service
· Decision Making and Judgment
· Managing Time
· Managing Work
· Team work
· Working within the Firm