About Donald Reid

Born, raised and educated in Glasgow Donald gained an M.A. and LLB at the University of Glasgow becoming a Partner in Mitchells Roberton in 1978. He is a specialist in property law dealing mainly in commercial transactions, security work and property related company matters. He is listed in the Law Society of Scotland’s approved Directory of Expert Witnesses relative to professional negligence claims. Donald gives evidence in court on instruction of both Pursuers and Defenders. He is also consulted regularly to give formal and informal Opinions in his field of expertise. In January 2005 Donald gained accreditation as a qualified mediator. Mediation offers a speedy and cost effective solution to disputes and has proven to have a high percentage rate of successful settlements. Donald lectured and tutored on the Diploma in Legal Practice for 20 years, he speaks widely at professional seminars and conferences and has contributed articles and chapters to various journals and publications. He has been the Chairman of Mitchells Roberton since 1997 and is much respected by both clients and colleagues alike. Donald is married with two sons and three small grandchildren. He has strong church commitments, being an elder and a wedding celebrant. His nearest claim to fame was making the headlines in 2007 when he was seriously injured in a shipping accident in the Arctic. He is renowned in the firm for his quick and insightful humour which never seems to fail him and brings much laughter to the work place.

“Your Call Now…”

Why are people not available anymore? You receive a letter. A point needs clarified so you call the sender.

In the good old days (about five years ago), the guy would have been at his desk, answered his phone civilly, resolved the point, and on you go. But now? No chance. “I’m sorry he’s unavailable. Can I get him to call back?”

Such a polite and reasonable response but it makes me want to chew the phone up. I am dealing with this now. By the time he calls back the file will be off my desk and I’ll have to duck him while I find it to remind myself why I called in the first place.

Getting even the most routine of house purchase transactions finalised is often now a nightmare, because your opposite number is simply never around to talk through the final points necessary to conclude the bargain, or else asserts that even the most trivial of points must be “run past the clients”.

A short time ago I got missives to the point of conclusion, but then got an e-mail from the other side asking for a change of entry date by a week. I got back to them within the day to say yes, but asked if they could adjust their request by just one more day.

More than a week later they had still not said yes or no, so now more time had gone by than the adjustment they asked for in the first place. But each time I called to sort it out I was told they are waiting to hear from the client.

Time management consultants have a lot to answer for. Lawyers especially seem to have swallowed their advice whole: you should plan your day, work to your own agenda and not be dictated to by the demands and interruptions of the phone and e-mail.

These sound sensible, but think about it: if everyone took this approach then nothing would ever get done, because there would always be someone in the loop whose personal timetable dictated non-availability at a crucial moment. So in fact such time-management advice is subtly pernicious: it only works if the other people don’t do it.

It also feeds the ego – it says, in effect: “My ordered, important, big-ticket life comes first, and your chaotic, trivial, gutter based existence will just have to take its chances of a crumb of time from my table”

Big firms and companies seem to have installed this lofty attitude as part of approved in-house practice – they use secretarial positioning as something akin to defensive machine gun emplacements. You have to have the nerves and stamina of the SAS, and the patience of Job, to take out first the switchboard, then the department, then the individual’s PA – each time laboriously repeating your details, before finally getting told you are being put through to the person you want.

But you’re not you know. There’s a sound of static followed by a stilted voice: “This is World VIP Number Four. I’m sorry I’m not at my desk because I am in Shanghai finalising the deal for the acquisition the Republic of China by the National Bank of Scotland.”

“I might be back later for a couple of minutes and if you are not too squalid a little supplicant I may return your call.

“Please now blab out a full, disjointed, breathless account of what you want to say to save me the trouble of thinking once I listen.”

So do you slam the phone down, flounce out of your office, resign your position, and tell the world to stuff itself? No you don’t. In craven obedience you gasp out your little story, and beg the Master of the Universe to give you a moment of his time.

Let’s Just Get On With It !

“Let’s do it” were the last words of convicted murderer Gary Gilmore as he stood in front of a firing squad in Utah in 1977. Appeals had failed and it was time to get on with the grisly task of execution. People spend too much time these days thinking about what to do and how to do it instead of just getting on with the job.

The prevalence of prevarication and self doubt creates opportunities for life and business coaches. They make your fears and self-criticism seem more credible and then step in (expensively) to “help you understand yourself”.

I go rigid reading the lavish promises made by coaches who offer to help you “gain empowerment to find all solutions to life’s problems within yourself”.

It would be absolutely marvellous to discover I have all the solutions to all life’s problems within myself but I don’t, none of us does.

Personal coaching is a business riddled with the worst kind of jargon and when I see language like that then warning bells ring.

I sense a parasite seeking to live off other people’s natural insecurities. As a lawyer I object to the fact that these vague promises lack any measurable quality.

The makers of Coleman’s Mustard boasted that they made millions from what people left on the edge of their plate. I consider coaching a mustard business, and I think a proper cost- benefit analysis would lead most people to that conclusion.

Coaching seems a field ripe for anyone who wants to set themselves up. Yes, there will be some good individuals but judging by some of the people who claim to be coaches , I wouldn’t ask them for directions to the toilet.

I feel the same about personal coaches as I do about personal trainers. A high powered athlete needs one, the rest of the country just needs to get off the sofa. Me included. A personal trainer is not about being fit, it’s an ego trip.

If my staff asked our firm to pay for coaching I’d share my doubts and try to harness their interest in making changes in a different way.

I believe in personal development but on a less self aware basis. I see approachability as the key essence of good teamwork .I believe we can best help our people  not through coaching but by being available and caring.

There will be some good coaches out there but I believe that they would be equally good if they were running your sales team or in charge of customer care. Business is about good people, full stop.

I never thought I’d side with the sentiments of a murderer but my last words are pretty close to Gary Gilmore’s  forget the coaching- let’s just do it.