In answer to the headline question, yes, I am letting my day job influence my EU referendum vote. In my day job when planning for change I would plan to make the mistakes on paper before trying to implement change and cause unnecessary disruption, however, when voting, this is a mistake on paper that I would rather plan to avoid if at all possible.
So what would help me make my decision and why do I need this help?
We are being swamped by media coverage about the upcoming “In” or “Out” referendum, but is the coverage informing the debate to help me make up my mind? No, not really.
The questions for me are:
- What changes are going to be needed for the Country to respond positively and make the best of either result?
- What resources are going to be needed to fully implement the outcome of the first question?
- Have the resources been planned for and costed?
- How will the Country measure the success or not of the change?
These are questions that every law practice (and business) would ask on a daily basis when change is needed within their existing environment and operational capacity.
When the time comes for me to make up my mind on such a fundamental and important question as this, it will not just be the media coverage that will have informed my decision.
As would be the situation for decision makers in a law practice (or business), my decision cannot avoid being influenced by their, or my, life and professional skills and experiences.
In a law practice the type of questions I am asking would be posed as part of the practice’s systematic business planning process, enabling the decision makers to arrive at a realistic vision and plan for the best outcome for the future of their practice.
For me, and hopefully others will agree, until I hear a convincing answer to these questions my capacity to make, with confidence and excitement for the future, an informed and best judgement decision on such an important question is frustratingly limited.
About the author:
Paul’s his MA attained in Practice Management at the University of Wolverhampton in 2006. The process of academic learning required to attain the MA enabled Paul to underpin his 35 years experience with knowledge and academic rigour.
Paul has wide-ranging knowledge and experience in how to grow and develop a law practice based on the key requirements of continuous improvement, quality of delivery and client (customer) relationship. He also has extensive involvement in setting up best practice risk management; and assessment and implantation of Lexcel for small firms.