Curiosity is the antidote to being boring...

'If you find others uninteresting, it is because you are uninteresting'' -  so we were told as young ladies of Bedford High School many moons ago!  And observing others at the numerous charity events I have attended over the past couple of weeks, I suddenly realise the truth of that statement (I admit I have yet to find the truth in some of the sayings we were taught. More of those perhaps in another blog!)

Observing those attending the Diana Award 10th Anniversary event at number 11 Downing Street recently, the realisation that not everybody finds everybody else interesting hit me. The Diana Award was set up to inspire youngsters to do good in the world, something for their community, for others. And to talk with some of the 10 awardholders that evening was a humbling experience.  Sadly, one of the awards was posthumous. These young men and women had each, often despite personal constraints on themselves, made a huge impact in their communities, nationally and internationally.  They were energetic, engaging and, surrounded by the 'great and the good' (the Chancellor and Mrs Darling, Sarah Brown, Robin Gibb etc) and the press, showed a confidence, an energy and buckets of humility that many could learn from.  Yet, I watched an encounter between one of the guests and the mother of one of the award holders.  The guest, rather than taking the chance to chat to the mother, simply said 'Excuse me, I must just catch Sarah [Brown]' and walked away. I am not saying that he would have found the mother boring (she most certainly was not), but more that he suspected he might. Or perhaps, to give him the benefit of the doubt, he did not  know how to talk to her.  What is clear is that he missed the chance to talk to a woman adept at steering her daughter through the trials and hardships of her young life to reach a stage where she is making more of a contribution than many adults with no such constraints. And whilst Sarah Brown may have been 'useful' to him in terms of contacts, one has to wonder at what he missed in talking to the very interesting mother of the Award holder.

Attending another such event at Killik, for the Cure Parkinson's Trust, I observed a constant chatter and movement between all the indviduals there. Clearly very well managed as always by Jer and Graham of Killik. What struck me was how interested in each other all the guests were.  Conversations were two way.  I asked a number of the guests whether they had learnt more about the Trust as a result. All answered yes but many added 'and about other people as well'. And of course the excellent communication skills of 'Phantom of the Opera' Tom showed us all that regardless of physical constraints, humour, wit, intelligence and charm lie within us all.

Many of our clients often say, particularly the lawyers, 'we don't know how to enter a room and engage with others in that room if they are not lawyers'. And increasingly we hear 'it is so boring. All we hear about are their trials and tribulations in the current economic climate.'  or 'people always say we lawyers are boring to talk to so why bother?' There are a myriad of 'networking courses for lawyers'  which purport to help them with their networking.  We tell them that, ultimately, in a world such as ours today, everybody has a past, everyone has hopes for the future, people  have ideas, views, opinions, experiences.  If we fear talking to the person opposite about ourselves because we are worried they will find us boring - they will. If we fear talking to the person opposite about themselves because we are worried we will find them boring - we miss a chance.  A big chance. To learn from others. Start with talking to them about themselves, and the rest will follow.

As a foreign office child, I was taught to 'work a room'. It can be taught, yes.  But what can only be learned by experience, by seeing everybody as an interesting individual, is that networking, contacts, meeting new people are what the world of today and tomorrow is all about.  Whether for professional or personal purposes, taking the chance to chat to somebody new means that life, and therefore we ourselves, will  never be boring.

Old charity habits die hard

'We need to engage differently with other sectors', 'we need to learn from those with other business models', 'it is not about the money any more, it is about  working together with stakeholders'.  All messages that we heard at the recent, excellent, Legatum 'Next Generation Philanthropy Forum' conference at the Foundling Museum in London. (See webcast).  Particularly interesting were Chris West from the Shell Foundation and Seb Bishop from Red.  For profit and not for profit sectors combined to produce a day of challenging debate and innovative ideas.

Yet, by the end of the evening, it was all rather a bit 'have you got any money? Can you fund us this that or the other?'  and sadly very much 'I am not interested in you or your contacts unless you can give us some cash'.  All the good aims and intentions went out of the window.

At the EAPG event (European Association for Philanthropic Giving), which had some very interesting and innovative individuals attending (as always it seems) to discuss A Very Long Engagement?  Perspectives on cultivating, engaging and stewarding major donors and philanthropists in a challenging financial climate, a similar move away from best intentions emerged. Some interesting ideas were presented by the panel - yet, each of whom was already from within the third sector. The only non-sector voices heard were from a lawyer who bravely acknowledged the inability of most lawyers to engage with the sector and the benefits to their clients of doing so.  Yet EAPG often hosts some excellent  events which brings together many from outside the third sector. On this occasion, it was a wasted opportunity to hear from the donors themselves as well as those who work with them. It was carefully faciliated and discussion and debate did not really flow possibly as a result. Perhaps that is why those from outside the sector who were there did not speak.

There are some excellent organisations out there such as Legatum and the EAPG trying to bridge the gap between sector specific organisations and individuals. But until the third sector organisations and indviduals themselves see the benefits of opening their minds to new ways, organisations like Legatum and EAPG will find it tough and slow going. And so will those sectors who together can make a social impact.

Pro bono leads to a largesse of riches

'Having good discussion is like having riches' - so says a Kenyan proverb.  And, after our latest Firm Elite dinner, who am I to disagree. 

It is always a real privilege to meet new and old Firm Eliters, to discuss and debate new and old ideas,  to learn something about myself, my organisation, other people, other sectors, other organisations.  And I always come away wanting to do something new or try doing something differently - always as a result of the impact somebody else and their views or ideas made upon me. If last night's discussion was like having riches, then I have all the wealth in the world.

We were very prvileged to have as our speaker Rebecca Hilsenrath of Law Works. It never ceases to amaze me that individuals who play such a key role in their own organisations are willing, at the end of a long day, to come and tell others about what they do and to provide insight.  What is even more valuable is that they allow their own story to be hijacked and developed, usually out of all recognition, by fellow guests who question, introduce new concepts, test out ideas etc.

We learnt much about the legal profession's attitude towards pro bono.  And, for those of us who are ex-lawyers, as well as those who still are, a sense of pride must have developed for there are few, if any, other professions or trade who, as a sector, take the provision of valuable service and product for nothing, so seriously.  We all too often underestimate the value that the profession as a whole brings to society and last night we realised that we underestimate the value that Law Works adds to the profession in enabling pro bono to operate in the efficient and effective way that it does.   

It was simply a matter of time before the conversation turned to concepts such as social impact, ethical responsibility, conflicts and challenges to be found in deciding who makes a positive impact on society and in the serving of society by both individuals and organisations.  What is the value of reputation management and does it matter the reason for an individual or organisation's contribution to society or a project?  How does one meet the needs of younger generations in an organisation which purports to provide the chance to make an impact and then does not?  Where does the ability lie in an organisation to drive forward corporate inititatives which make a difference to society?  Unanswered questions still remain.

Guests were handpicked as usual from a list of those who had expressed an interest in coming, so that we had a number of different perspectives from lawyers,  individuals working in the third sector, those with particular skills in individual and organisational development and leadership, as well as the contribution of those interested in and specialist in reputation management.  Every angle was different, every contribution added to the gaining of insight into a number of concepts.

And it is not all about round table discussion.  Some of the best discussions that take place at dinners are 1:1. Now they may relate to business, they may not! The point is that common views and experiences, as well as different ones, are of great value to individuals today.  The discussion of the personal, the celebrity, the weather, past lives, children, dogs, haircuts, wine, chefs, profits, business ideas, mutual contacts...  all these add to the mix. 

So, on this occasion, pro bono (or rather the discussion of it) lead to huge wealth for all concerned. Our thanks to Rebecca and all guests for a great evening.

The impact you seek to make may be in the role you already have

'It is a truth universally acknowledged that a person in possession of a decently paid and intellectually challenging job must be in want of finding meaning in that job' (apologies to Jane Austen!)

For those of us operating in the legal and financial services sectors, and even the not for profit sector, we hear much at the moment about lack of meaning that individuals feel they gain from their roles.  Frequently we hear of individuals leaving their jobs, even their careers, to 'find greater social meaning' elsewhere.  It is clear that individuals are increasingly feeling disconnected from the impact that their role can make in society.  (One of the reasons that some of us have set up Interconnecting for Impact Ltd).

And yet, it is often the blindness of the organisation and the individual that leads to this disconnect.  The impact is there to be had, if only we could see it.

This was brought home to me yesterday when I attended the Lexis Nexis Money Laundering, Fraud and Financial Crime conference in London.  Firm Beliefs provides pro bono advice to Stop the Traffik, a charity aiming to stop the crime of human trafficking - or at least make a very large dent in it.  It had been invited to contribute a session on the crime of human trafficking.  I attended, along with Ruth Dearnley and Steve Chalke of Stop the Traffik and Jason Haines of Huntswood, also a pro bono advisor to the charity. Together we have begun to ask a series of questions of both the charity and the financial sector itself - what role can the financial sector play in combatting the crime.

Watching the body language of the delegates as Steve began to talk was interesting.  One delegate had already described the conference so far as 'intellectually useful but same old, same old'. And the body language supported that. Arms folded, pens at the doodle ready, the look of 'make me interested, punk' on their faces. And yet, within 10 minutes, Steve had everybody engaged.  As he told the story of  5 and  7 year old siblings in Mumbai who had begun to attend school there, their eyes full of life and fire, the delegates' body language changed. Attention was focused. And as Steve told of the disappearance of the two children, the quest to find them, the realisation that their father had sold them to fund his drink habit, and that they, like so many other children, have never been heard of again, even the most ardent doodler stopped.  As Jason repeated much of the terminology that delegates had already heard that morning, outlining the global, national and community regulations, law and administrative procedures that pervade the lives of these delegates when it comes to money laundering, suddenly one could see the penny dropping. Each tick on a tick sheet of money laundering obligations, each definition used in the latest legislation, is there to achieve an impact. And each delegate in implementing their roles, is helping to achieve that impact. And that impact comes in the form of one less child trafficked, one more child saved.

I do not  know how many of the delegates slept last night without imagining their own children caught up in a trafficking system which exists within our own geographical boundaries.  What I do know is that many business cards were left in response to our request to do so if delegates wanted to know more about what Stop the Traffik is doing and what they as individuals can do.

There is a wider issue here - as organisations you begin your usual round of strategic reviews, you too should ensure that you know what your aims are, the impact you seek to make. And you need to ensure that every individual knows how they can assist and drive the organisation in achieving that impact. And as individuals, rather than looking elsewhere to find meaning in your role, try looking at the role you have.

Stop the Traffik aims to empower the world to make a difference. How do you aim to empower your organisation's stakeholders? Where will you find the meaning in the role that  you have?

Pro bono - for public good, or yours?

I am not so sure that lawyers ought to undertake pro bono work.  Not because they don't necessarily want to (although there are those that clearly do) but more because, frankly, they don't know how to.  Which means that neither the lawyer nor the service receiver benefits.  A little harsh, I hear you say.  Maybe so.  But our experience working with law firms and charities gives us an insight into what is actually happening as far as pro bono initiatives are concerned.  And the more we see, often the less faith we place in it as a concept that really is for the public good, such is the poor implementation of the well-meaning concept.

For it comes from the expression pro bono publico - for the public good. That is in theory why lawyers have traditionally underaken such work.  Many moons ago, lawyers were at the forefront of making a difference to society. To this day there are still those who firmly believe that that is their role. And there are also those who still believe that but see that the professional world within which they work does not allow for that. So any pro bono initiatives they undertake, tend to be done with misgivings about their ability to do it well.

It is not just lawyers of course. Increasingly we see consultancies, surveyors, accountants - all manner of businesses and organisations - doing so.  And we find that they tend to 'do pro bono' a little better. But not hugely so.  Here at Firm Beliefs, we provide our consultancy services free to one charity every year.  And we encourage not just our law firm clients to do so, but also the executives in our larger charity clients. 

There are numerous organisations dedicated to this activity:  www.lawworks.org being one (and Rebecca Hilsenrath will be talking at our next Firm Elite dinner).  www.probono.net, www.adviceuk.org.uk, www.barprobono.org.uk,  the list goes on.  There are various initiatives, the latest being RollOnFriday Community Action a joint venture between RollOnFriday, LawWorks, the Law Society, and 25 international law firms.  Individuals who have lost their jobs could see themselves with a guaranteed interview after a number of pro bono hours. The International Bar Associaton has approved a Pro Bono Declaration and launched a site publicising this latest initiative across the global community of law firms.

So there are those who do pro bono, those who don't. Those who do it well, those who don't.

But we are also seeing some good, planned, initiatives. Here are some reasons that might resonate with your organisation's objectives:

1. Some firms are arranging for those who have been made redundant to join pro bono initiatives as part of their responsibility for their departing staff. This provides the lawyer with the means to continue to use, and indeed to develop, their skills.  For many, it also provides them with the opportunity to rethink their career goals. 

2. Other firms are arranging for those whose hours have been reduced to spend time undertaking pro bono work. Again, their lawyers maintain and develop their skills. It often leads to long standing relationships with others in the receiving organisations or the individuals being advised which are proving usual in many ways, not least in expanding the networks of the individual lawyers and of the firm.  These programmes however must be managed - and managed so that neither paying nor non-paying clients feel that their interests are secondary to the other.

3. Those firms who have delayed the start date of their new trainees, or who have offered 'long term sabbaticals' to existing employees, are finding that placing them in pro bono projects means that they are retaining the talent which they will most certainly continue to need.

A  number of tips for those of you considering using the pro bono initiatives:

1. What do you mean by pro bono?  For many firms, when they publicise their 'pro bono' initiatives, they tend to roll them up into CSR initiatives. It is not the place of this blog to illustrate the differences between corporate social responsibility, corporate responsibility, social impact etc etc.  Suffice it to say that, for many of those seeking pro bono services, they expect legal advice. Do not offer them painting and decorating services... No matter how much you want your staff to make a social impact. Match what is needed with what you can offer.

2. Try to control and manage the process of finding, placing and monitoring the projects - individuals providing pro bono advice using their own initiative can often waste an opportunity for your firm to maximise its own, and its clients', preferred and established skills and markets for those skills. If you do not have the resources or experience to do that (and let's face it, many lawyers are awful project managers and if they have such expertise inhouse they rarely rely on it!), then,

3. Outsource the process - to organisations that offer such services.  They are generally better at (1) locating projects to suit the firm's own values, experience and infrastructure and (2) energising and communicating with the firm's lawyers in order to generate interest and buy-in and (3) managing the relationship between all those concerned.  If you don't manage the process, the expectations and the experience, then the return on your investment in your energy and time, and the needs of the service receiver, will not be met.

4. Ensure that this will be a long term part of your business strategy.  Such initiatives have a habit of disappearing 'when real paid work comes back'....  Those organisations and sectors that suffer as a result of this, and the individuals within them, do not forget this. 'Only for as long as it suits us' law firms tend to be marked...  We cannot tell you the number of organisations that have 'blacklisted' law firms that have not treated the receivers of their pro bono services as well as they might.  Think of the impact of your reputation if you are not giving this the focus it deserves.

5. If you are a private practice firm, try to engage with in-house law departments that are known to you.  They may well be looking to place their own lawyers in pro bono initiatives, but without the support and experience to do so.  We are seeing some good joint initiatives occurring which are beneficial to all concerned.

6. Do not just allow any old lawyer to do pro bono!  You are providing a value to the community. That is still a commodity - you may not be selling it for fees but you are still providing a service that has a value. Interview your staff for the project, ensure they have the skills, choose wisely, manage the expectations of your staff and the receiver of the service - treat it like any other client matter.

6. Ensure your insurance covers you and your staff for the project.

7. Watch for conflict situations.

8. Ensure that the lawyers' time is credited as being 'of value' (and we hope that there are very few firms out there that still see 'value' as only being 'billable'...)

I could go on.  But I shan't! 

My suggestion if you are reading this and are interested in finding out more about pro bono would be to apply to come to our next Firm Elite dinner or to contact us at Firm Beliefs, or indeed any of the organisations mentioned that manage pro bono initiatives.