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As an IP attorney, our work demands a high degree of technical expertise, strategic foresight, and high levels of attention to detail. But what happens when the demands of your role; as a leader, a manager, and a professional, exceed the capacity of a single day, or even a single person? The answer lies in mastering the art and the science of delegation. Yet, for many patent and trade mark attorneys the idea or practice of delegation is alien and difficult. The Problem (or, W

If I asked you what leadership was all about, I would be willing to bet that most of you would say it is about how we influence other (typically, less experienced) people at any of an individual, team or organisational level. But a key part of being a capable leader of other people, is about learning, developing and continually practicing self-leadership. It’s possible to lead others by skipping this bottom rung, but not doing so can provide significant rewards both personal

In parts 1 and 2 (found here and here), we looked at what imposterism is, why it occurs at such high frequencies for senior IP attorneys, and some of the wider and all too real impacts it has on IP firm profitability, culture and succession planning. In this third and final part we are going to look at some practical approaches that both the individual experiencing imposterism and IP firms at an organisational level can take to address the impact of this psychological overhea