Paul Britton

First, I outline the specific goals and standards to ensure everyone understands what success looks like. I provide a detailed brief that includes deadlines, key milestones, and any essential resources. Open communication is essential, so I encourage questions and clarify doubts promptly. I make sure to explain the importance of the task and how it fits into the bigger picture, making a sense of ownership and accountability. Regular check-ins help me monitor progress and address issues early on. That's about it, good luck with delegating your tasks! :)

If you are not in a JV yet then I would always advise you invest in an early JVA/shareholders agreement to ensure you are all on the same page and if there are problems you have a mechanism to resolve them.

In previous roles, I made a point of learning at every opportunity - you should engage with the HR team from day one. Despite my experience, recognising there is room for growth and development is key. In law, you have to stay up-to-date with the law, but as a leader you need to stay on top of industry trends and best practices. I take the time to understand the specific challenges faced by my organisation and I share that with others. Formal training programmes and informal meeting with colleagues. This approach not only enhanced my own expertise but also set a positive example for my team. Looking back, I can see that it was mindset of embracing change and seeking out new knowledge that allowed me to thrive. Mindset, mindset, mindset!

I'd make a point of being friendly, approachable, and helpful from day one. I'd engage in office chitchat (painful sometimes), join in with team activities, and try to learn a bit about everyone's roles. If I spot an opportunity to lend a hand, even if it's not strictly part of my remit, I'd offer my assistance. I'm a team player who's willing to go the extra mile. I've found that developing strong professional relationships is key if you want a permanent position. It's not just about demonstrating your skills and work ethic; it's also about making connections and showing that you fit in well with the company culture. People are more likely to advocate for you if they know you, like you, and value your contributions. Good luck!

When my entrepreneurial clients come to me and they need investors but lack funds, I suggest offering equity in their company as a smart move. Equity represents ownership and a share of future profits, making it attractive to potential investors. They stand to gain financially if the business succeeds. They must be strategic in deciding how much equity to offer. Too little may not entice investors, but too much could mean losing control of their venture. It's a delicate balance. Be careful and consider your company's valuation, growth potential, and how much investment you need to determine an appropriate equity offer that benefits both your business and the investors.

In my career as an English Solicitor, I identify growth opportunities by thinking strategically and spot trends. I try to stay current by reading industry publications, attending conferences, and networking. This helps me understand where my field is headed and what skills will be valuable next. I'll look for patterns and shifts that could create new roles or areas of specialisation. By analysing this information, I can pinpoint emerging needs I'm well-positioned to address and adapt my start-up law firm accordingly. Proactive trend-spotting is key to recognising the most promising avenues for my professional development too. Stay current, stay ahead, keep informed and share - simple!