To find jurisdictions offering this course for CLE credit, select from the highlighted states on this map.
Total Credits: 1 including 1 Ethics
Lawyers are increasingly turning to professional coaches to help them improve their practice and management skills. Being informed and prepared about the coaching process can help you get the most out of your investment in coaching.
Lawyers must know more than the law. Their ethical obligation to provide competent representation continues to expand. (See Comment 8 to Rule 1.1 of the ABA Model Rules of Professional Conduct.) From both ethical and business perspectives, lawyers must maintain the requisite knowledge and skill to manage their practices. (Ignorance, for example, of lawyer trust accounting principles isn’t a viable defense to disciplinary charges of misappropriation of clients’ funds.)
As a result, lawyers are increasingly relying on outsiders to help them run their practices. As legal practice has become more complex, multifaceted and demanding, lawyers now routinely call vendors, consultants, coaches, trainers and mental health professionals for help. Knowing whom to call can be confusing. This confusion is even greater when it comes to coaches and coaching. It doesn’t have to be.
Attendees will also learn how to avoid the 10 most common mistakes lawyers make when selecting and working with a coach.
|A Lawyers Guide to Using Professional Coaches - Materials Part 1 (0.54 MB)||12 Pages||Available after Purchase|
|A Lawyers Guide to Using Professional Coaches - Materials Par 2 (0.05 MB)||4 Pages||Available after Purchase|
Andrew Elowitt, JD, MBA, PCC, brings over twenty-five year’s experience as both an executive and business lawyer to his coaching, facilitation, and organizational development clients.
Andrew Elowitt is the Managing Director of New Actions LLC, specialists in talent, strategy and leadership development for law firms and corporate legal departments. He is a Fellow in the College of Law Practice Management and an ICF Professional Certified Coach. Before becoming a coach and consultant, Andrew worked both in law firms and as General Counsel during his over twenty years as an active California lawyer. He is regarded as an expert in the use of emotional, social and conversational intelligences in leading and managing legal organizations. He is the author of the ABA’s “Lawyer’s Guide to Professional Coaching: Leadership, Mentoring & Effectiveness” and a frequent contributor to the ABA Law Practice Division’s “Law Practice” magazine.
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