Hi, I’ve used the lockdown to re-launch this book with a new front cover (attached). This one’s ‘the business’. Are you in the picture? This book provides everything you need to know about passing that critical professional examination and getting the job you really want. I know – because I worked as a CILEX examiner for more than 20 years setting and marking law exams. I’ve also sat at both sides of the interview-table for more times than I can remember. Thirty years ago a recruitment consultant shook his head and said that my resume was ‘too long in the tooth’. But that didn’t stop me moving on to some top public companies and firms. So you won’t find better. It’ll tell you what to wear, what to say and how you should conduct yourself at interview. And another thing, ‘What is the most tactful way to ask for a pay rise?’ If you don’t ask – you won’t get. But if you ask in the wrong way your relationship with your employer will never be the same. Again, this book will show you how. It could be the best investment you’ll ever make. See it on Amazon. http://www.amazon.co.uk/Pass-Your-Exam-Build-Career-ebook/dp/B07MKH16DC
Here are some tips to get a pay rise:
- If you don’t ask. You won’t get. But it’s got to be done in the right way. Remember that it’s the company which holds all the cards. They don’t have a mortgage to pay.
- Never ‘demand’! Ask the boss to ‘consider’? That way everybody saves face. Whatever the outcome.
- Are you hitting your work-targets? Exceed them if you can. Then that pay-rise will be difficult to refuse.
- Know what the market is paying for your work and what your colleagues are being paid. Can’t find out? Then BLUFF!
- For more information and real-life examples on how to gold-plate your job, read ‘Pass Your Exam; Get That Job, and Build a Career‘. Possibly the best investment you will ever make. j
‘Brexit’ is the biggest challenge affecting the whole of British industry. ‘Brexit’ is an abbreviation for Britain’s intended exit from the European Union on 29 March 2019. With barely four months to go that deadline (as at the date this chapter was written), no agreement has yet been reached between Britain and other members of the EU as to what might happen on 30 March 2019, once Brexit has taken effect. Even Theresa May’s Conservative Administration cannot reach agreement between itself as to what it wants from Brexit. And the position of the Labour opposition is no more certain.
It is British industry which is most at risk from Brexit uncertainty. Will there be border controls? Will British industry still be able to export goods and services to Europe – or to anyone? How will Brexit affect industry’s ability to import the raw materials it needs to function? How will British industry be able to recruit staff from abroad? How did Britain even get itself into this mess? Let’s look at the history.
Former Conservative Prime Minister David Cameron had acquired a reputation for winning referenda. On 7 May 2011 he’d kicked his coalition partners, the Liberal Democrats, into touch when he defeated them in the referendum on voting reform. Three years later he saw off the threatened breakup of the United Kingdom when he scored decisively against Alex Salmond’s Scottish Nationalists in the 18 September 2014 Scottish Referendum. Now it was time to bulldoze Nigel Farage’s United Kingdom Independence Party (UKIP).
The party was formed at the beginning of the 1990’s with the single aim of forcing a national referendum on a proposal to take Britain out of the European Union, of which it had been a member since 1 January 1973. There had been a previous referendum commissioned by the Wilson Labour Government on 5 June 1975, when by a large majority the UK electorate voted to remain in what was then the European Common Market. But ever since Britain signed the 1992 Maastricht Treaty, bringing closer union between the member states, there was a growing body of political opinion against Britain remaining in the EU.
From their very beginnings both UKIP and James Goldsmith‘s ‘Referendum Party’ (which had similar aims) became a thorn for the Conservatives, not only because they were stealing votes from disaffected Tories but also by triggering an ideological split within the Conservative Party itself. That problem intensified in 2006 when the charismatic Nigel Farage took charge of UKIP. It was no longer just a single issue party, it became a personality cult and a credible fourth party, winning seats as well as votes.
Cameron responded by giving UKIP the referendum they demanded. Once that referendum had been lost, UKIP would be a spent force and he could get on with the business of being Prime Minister. But things did not go entirely to plan.
Like the 2011 referendum on voting reform and the 2014 Scottish Referendum, everything was going Cameron’s way. Business leaders supported him. Opinion polls showed a decisive lead for ‘remain’. Even Barak Obama had said that if Britain voted ‘leave’ it would be ‘back of the queue’ when it came to a future trade deal with the United States.
I thought I’d mis-heard when at 5am on Friday 24 June 2016 a radio news bulletin announced that ‘leave’ was leading the poll. That can’t be right. It was supposed to be ‘remain’. But that result was confirmed when I watched it on BBC Breakfast. The problem was that nobody had anticipated a ‘leave’ win. Worse still, no-one had worked out how a ‘leave’ win could even be implemented. Not even the ‘Brexiteers.’ It was all hot air. Big talk with nothing behind it. Two years on and still nobody has worked it out. So why am I telling you this? What has Brexit got to do with your job application?
Just this. If you have been invited to interview, you need to know everything about the company and the industry or market within which it operates. If you don’t take the trouble to do this, another candidate will pip you to the post. Brexit is just one example of an issue which will affect every prospective employer in different ways. Think about how it will affect the job you are applying for. You might even be asked a question on it. But even if you aren’t asked about it, the issue will set you on a train of thought in which you look at the world through the eyes of that company. What other industrywide issues or challenges is that company likely to face in the short to medium term and what options are open to it?
Taken from ‘Pass Your Exam, Get That Job and Build a Career’ by V. Charles Ward. To be released 1 January 2019. Pre-order Now!
Asking for a pay rise is one of the most difficult conversations you will ever face. It has to be handled tactfully. If you don’t ask, you will never get. But approaching it in the wrong way can sour any working relationship.
Never ‘demand’ a pay rise. Because if you ‘demand’ and if the company don’t capitulate, what are you going to do? Quit your job? And if you quit your job, do you already have a better job to walk into tomorrow? Unfortunately in this situation it is the company which holds all the cards. They don’t have a mortgage to pay. And they won’t want to be seen to have capitulated. It will send the wrong message. If they capitulate to you, everyone else will be lining up for a pay rise.
So don’t ‘demand.’ Instead invite the employer to ‘consider’ paying you more money. Putting it that way is less confrontational. It means that you are leaving it entirely up to the employer to decide whether or not you are worthy of better remuneration terms. As far as you are concerned there is ‘no issue’. You are happy to go with whatever the employer decides. The worst case scenario is that you get back a flat ‘no’. In which case life carries on as before. No one has lost face. And you at least know where you stand and can plan accordingly.
But what is more likely to happen is that you will have an opportunity to put your ‘case’ for a pay increase. So what ‘case’ are you going to put forward?
Can I suggest that you start by looking at the issue through the eyes of the company? They know that if they give you a pay increase and if word gets out, others will be coming forward claiming the same treatment. So you need to be able to put together some sound reasons which justify you being treated differently. The other thing is that your immediate line manager may have to justify your proposed pay increase to their own line-manager.
One reason which might justify a pay increase is if you know that other staff doing the same job are already earning more than you, simply because they were better at negotiating their salary. The problem is that in all likelihood you won’t know what your colleagues are earning. And they certainly won’t tell you. It’s rude even to ask. So what to do?
It happened to me several years ago when a new member of staff was recruited at a premium rate substantially higher than that paid either to myself or other colleagues. What was it that made this prima donna so special? Colleagues were angry.
When the prima donna left after only a few months, it was left to myself and those other colleagues to clean up the mess. At my next one-to-one with my line manager I asked for a pay rise.
I asked to be paid the same as he had been paying the prima donna for work which was inferior to my own. The only problem was that I did not know exactly how much the prima donna had been paid. But I’d heard rumours. So I made an educated guess. The bluff worked and I got my pay increase. ‘How did you know how much I was paying her?’ He asked. “She told me”, I lied. Of course I’m not recommending that you behave in such an underhand way when you next ask for a pay rise. I was just making a point.
Does your work-performance justify a pay rise? If you are not reaching your current financial targets it may be dangerous even to ask for a rise. You will only be drawing attention to your own underperformance. So hit those targets. Exceed them if you can. Then that pay rise will be very difficult to refuse. Also look at the wider market for your skills. Are you being paid significantly below the average for someone of your qualifications, skills and experience?
There is one further tactic. Offer to link any pay rise to an increase in your productivity which will make it ‘self-financing’. So if you are working to a £10,000 monthly sales target, offer to increase it to £12,000. But make sure that you can hit the higher target, because all eyes will be watching you. With every negotiated pay increase, your employer‘s expectations of you will increase proportionately.
As a matter of courtesy you should always direct any request for a pay increase to your immediate line manager in the first instance, even if it is not within their power to grant your request. Don’t go above their head. If you can get your line-manager’s support, it will help you more than anything else in your pay negotiation.
Extracted from ‘Legal Profession: Is it for you?’. Because knowledge is the best Christmas present.
What are the personal qualities which every lawyer must have and why are they so important?
So much of modern legal practice is based on trust. If banks could not trust lawyers to look after their money, the whole conveyancing system would grind to a halt. Nobody would be able to buy or sell property. Witnesses may lie but judges and magistrates have to be able to trust the word of the advocate who stands in front of them. Lawyers on opposite sides in a court case may each be fighting to win but at the same time they have to be able to trust each other to play by the rules. It is why integrity is right at the top of the list when the Solicitors’ Regulation Authority or any other professional body assesses somebody’s fitness to be a lawyer. If one lawyer cheats it can undermine public confidence in the entire profession. So what does integrity mean?
It means more than not being dishonest. It’s about strength of character. It’s about determination to do the right thing, whatever the personal cost. It means being prepared to refuse a client’s instructions rather than bow to pressure to do something which is not quite right. Easy enough! You might think. There are plenty of other clients. But suppose that the client who wants you to compromise your integrity is the one who provides 60% of your business? Not so easy.
The importance of integrity is recognized in the full title of a solicitor, which is ‘Solicitor of the Senior Courts of England and Wales.’ Until 2009 the title was ‘Solicitor of the Supreme Court’. But when the Judicial Committee of the House of Lords was itself renamed as the Supreme Court, a new title had to be found. It means that whatever a client may want, a solicitor’s first duty is to the administration of justice.
Being streetwise goes hand-in-hand with integrity. It is a dangerous world out there. You are now more likely to be mugged on the internet than in the street. And one of the biggest threats to the wallet is conveyancing fraud. It’s a billion dollar industry. The crime is one of impersonation.
Typically someone will dupe a lawyer into thinking that they own a property which belongs to someone else. It will usually be an empty property or one which is tenanted. They will have already found out from the Land Registry the name and address of the rightful owner and will pretend that they are that person. They may even produce forged papers to convince the lawyer that they are whom they pretend.
The lawyer then acts on the ‘sale’. The buyer’s lawyer assumes that the seller’s lawyer has carried out all due diligence checks as to the seller’s bona fides and pays the completion monies into the seller’s lawyer’s client account. Following completion of the sale, the seller’s lawyer passes on the completion money to the bogus seller, who disappears into the night. Then the rightful owner turns up and demands that the property is returned to them. So who picks up the £500,000 bill?
Well it can’t be the buyer’s lawyer because they are entitled to rely on you, as the Seller’s lawyer, to have made sure that you are acting for the rightful owner. They have done everything correctly. You’re the one who has been duped. So it is down to you – or your insurer – to make good the loss. Well that was the position until January 2017, when in the case of Dreamvar (UK) Limited v Mishcon de Reya,  3316 (Ch), the High Court ruled that buyer’s lawyers, Mishcons, were liable for a £1.1M ‘owner’ fraud, even though they had followed good conveyancing practice to the letter. It seems that the judge was more influenced by Mishcon’s generous insurance policy than the absence of error on their part. And there is another more sophisticated version of this fraud in which the fraudster impersonates an entire conveyancing firm. This fraud is about duping the buyer’s lawyer.
You as the buyer’s lawyer will be dealing with a reputable conveyancing firm which is acting for the seller. Or at least you think you are. Let’s call them Buggs Brown Solicitors (apologies to any real solicitors of that name). They correspond with you using a Buggs Brown letterhead. Only the letterhead is a forgery. The person you are dealing with isn’t a real Buggs Brown solicitor: they are a fraudster. Eventually you pay £500,000 to Buggs Brown’s client account to complete the ‘purchase’. Only it’s not a real solicitors’ client account. The money disappears off into to the ether. Title to the property is not transferred. The real Bugs Brown know nothing about the transaction. You have been conned.
A third fraud is where a fraudster hacks into lawyer’s computer system and sends out emails to clients and other solicitors pretending that the firm’s bank details have been changed. Money intended for the solicitors’ firm will then be transmitted instead by those clients to the fraudster’s account. It is why, to cover themselves, law firms now routinely warn clients and third parties not to be taken in by bogus emails notifying them of changed account details.
Being streetwise means being alert to the tiniest clues which indicate that something is not quite right. Maybe there is undue haste to complete the transaction. Maybe the client doesn’t want to see you and acts through intermediaries. Maybe there are spelling mistakes or use of strange terminology in correspondence and emails.
When preparing legal documentation, errors and omissions will be expensive. Imagine preparing a residential ground-lease which reserves an annual ground-rent of £10,000 instead the nominal £100 which the parties intended. If the client or the other party spots the mistake before signing the document, it can be corrected. But supposing they don’t? Supposing it is another ten years down the line when a new landlord looks at the lease and wonders why they are only receiving £100 from the leaseholder instead of the £10,000 which the lease states should be paid. There is a dispute.
There is also a tendency for modern judges to interpret the terms of a document literally even when those stated terms do not make any commercial sense. So if the lease says £10,000, then that is what the leaseholder is going to pay. It does not matter that no residential leaseholder in their right mind would agree to pay an annual £10,000 ground-rent for a flat which they own outright. Even if the typo is spotted in good time and corrected it still undermines client confidence in your competence to look after their interests. Someone who is paying you £200 an hour should not also have to act as your spellchecker.
Being a People Person
Like ex-president Barak Obama, you may exude an old world charm to which the rest of the world warms. For everyone else there’s Dale Carnegie’s ‘How to Win Friends and Influence People’. Yes – it’s true. Human relationships are a skill which can be learned. And Carnegie was its greatest teacher. The rules are pretty basic.
It’s about taking a genuine interest in people and the world around you. It’s about looking outwards. It is about taking the trouble to remember somebody’s name. It is about showing that you are pleased to see someone. It is about making that person feel valued. It is about understanding what is important to that person. It’s about never putting someone down. It’s about offering sincere appreciation to someone: never flattery. And of course you will never be tempted to openly criticize someone or complain. And it doesn’t matter whether that person is a sharp-suited businessman – or woman – or a prisoner in a cell. The rules are the same.
The law is a people-profession. It is all about how you interact with your clients; prospective clients; the lawyer on the other side; the judge or magistrate who is sitting in front of you – and all the people in between. Don’t like meeting people? Then go and be an accountant. Or drive a tube train. But don’t be a lawyer. Because meeting people is what the law is all about.
Being Passionate About Your Work
What all celebrity lawyers have in common is that they are passionate about their work. If they were not passionate, they would not have been able to develop the expertise and the niche on which their fame depends. If you are not passionate about the law and becoming a lawyer, don’t even take the first step. Find something else which you are passionate about. If you are not passionate about becoming a lawyer, you may not even make it through to qualification. And if you do, what sought of average legal career will you carve out for yourself? Passion is the inner motivator. If you are passionate about your career, you will master all of the other skills and qualities which make a good lawyer.
Being a Good Communicator
This goes hand-in-hand with being a people person. If you don’t have a genuine liking for people, how are you going to communicate with them?
Barristers have to be good on their feet and able to command a room. They have to be able to respond instantly to any situation. They can’t clam up. They must also be able to express themselves in writing and in the drafting of court documents. All solicitors must be able to communicate effectively on a one-to-one basis both verbally and in writing. If they can command a room as well: that is a bonus. But like people-skills: verbal and written communication are things which can be learned.
If you want to be confident on your feet, join a public speaking club. It is cheap and you will be practicing week-in week-out in a supportive environment. Toastmasters International are the brand-leader. It was founded more than a century ago in Bloomington, Illinois by Ralph Smedley. As Director of Education for the YMCA he saw the need for men to be able to speak, conduct meetings, plan programmes and work on committees. That was in 1905. It was almost seven decades later that Toastmasters officially opened up its meetings to women. The organisation now has branches in every City in the World. Until the late 1980s there was only one Toastmasters Club in London, which met fortnightly at the US Navy Building at Grosvenor Square. That Club still exists under the name ‘Grosvenor Square Toastmasters Club’ even though it now meets at the New Cavendish Club in Marble Arch. Dozens more Clubs have since joined it.
Every Toastmasters’ meeting begins with an impromptu ‘topics’ session in which members are picked out of the audience and given random topics on which to speak for up to two minutes. Its purpose is to help participants to ‘think-on-their-feet’. The second half of the evening starts with prepared speeches. All speeches, whether impromptu or prepared, receive constructive feedback and encouragement. Unfortunately there are as yet no clubs for written communication. Yes – every town has its Writers Circles. But those are for people who want to write stories not compose business correspondence.
Business writing is something which has to be learned solo. Forget the essays which you wrote at school. Business writing is different. It has its own rules which have more in common with the secrets of selling than artistic impression. It is about getting a point across: whether that point is to inform the reader about a state of affairs or to persuade the reader to take a course of action – such as paying an outstanding bill. Whilst there are books on business letter writing, it is a skill which can only be fully learned by doing. And of course by developing your own business style.
Start by looking at other peoples’ business correspondence. Try to spot the differences between something which is well-written and persuasive – and something which is incoherent and meaningless. It is said that, ‘the pen is mightier than the sword’. But not if the writing is littered with typos and an incoherent message. What the phrase means is that a well written letter carries power. It achieves results. Look for a piece of writing which is so good you want to frame it. Then break it down.
Look at the structure of the letter and how it gets its point across. How does the letter open? Why was it written? How does it convince the reader? And what is it asking the reader to do? Use it as your template. Then practice writing a similar letter of your own. Even though traditional letter writing has largely given way to text and email, the principles are the same. But email and text will never supplant letter-writing completely.
There is a time and a place for email and text. They are informal and chatty. But in the law there will always be a need for more formal written communication. Only a letter can provide that formality. Within the legal profession there are also conventions to be observed when lawyers communicate with other lawyers, third parties and with clients. They all require an element of detachment. Disregard those conventions and you may seen as ‘unprofessional’.
A client expects a lawyer to look and communicate like a lawyer. If they are paying £100 for a 45 minute consultation, they want to see somebody in a suit. They want to be addressed as Mr and Mrs Jones – not Bob and Angie. If they see somebody dressed in jeans and a tee-shirt they will feel cheated. When lawyers write to each other or to a third party, many still use the Royal ‘We’ as in, “We are acting for …..”. The ‘We’ may change to the more personal ‘I’ when the lawyer writes to their own client: but not always. But the form of communication which many lawyers find most difficult is networking.
Remember that for a lawyer in private practice, it is not just about doing the work. It also about getting the work. Why should a prospective client bring their work to you instead of the other solicitor who works down the road? It’s not just about you being the cheapest. If you are someone whom they already know and you can inspire them with confidence, they are more likely to instruct you.
One way of getting to know prospective business clients is through networking. It is about being able to walk into a large room full of strangers and engage with at least some of them. It requires all your skills as a people-person and as an effective communicator. You are not, ‘working the room’. You are not selling anything except yourself. But if can you can come away from the network event with at least one new business contact, it has been a success. But that is only the start. Contacts have to be followed up. Like people-skills, networking is something which can be learned. Practice it.
Being Able to Think Creatively
So much of the law is about process: whether it is following through a conveyancing transaction or defending a criminal prosecution. Anyone can follow process. But what makes a lawyer is the ability to see beyond the process and use it to get the result which your client needs – or as near as possible. Think about the problem questions which you did at school. Thinking creatively is about analysing a situation, knowing what questions to ask, identifying options and then being able to provide a client with a clear and reasoned recommendation as to what option would be right for them.
Being Able to Work at Speed
Suppose your normal hourly charge-out rate is £200. By quoting your client a flat fee of £1,000 for acting on the purchase of their house, you are gambling on the transaction not taking more than five hours of your time. If it takes ten hours of your time, your hourly charge-out is effectively reduced to £100 and your firm will bear the loss and you will not meet your yearly target.
It is why it is important to be able to turn work around quickly. No-one wants a slow lawyer. Not clients. They don’t want to have to keep chasing or to worry about the deal falling through. Not estate agents, whose commission structure means that they only get paid when the transaction completes.
Working quickly doesn’t mean cutting corners. What it does mean is an ability to organize your day efficiently and make best use of your time and the resources which are available to you. It means learning how to delegate, assuming that there is someone to whom you can delegate. Speed should also come with experience, once you have got a ‘feel’ for the process. It is why the most junior lawyer in the firm may not be the most economic for the client if it takes them twice as long to do the job.