IBC Advanced Business Management Course
Designed by the IBC Education specifically for junior barristers' clerks. Covering law, negotiation, communication, and chambers operations, the essential foundation for a successful clerking career.
- 12-month programme
- 3+ years' experience
- CMI certificate on completion
- May intake
Standard price
£3,417
+vat
IBC member price
£3,207
+vat
Course content
Structure of the course
Using a blended learning approach, the IBC Advanced Business Management Course has been built to give chambers the minimum level of disruption with the maximum amount of benefit. There are four main modules to the course, which is further expanded into individual lessons and topics.
- A remote meeting with all delegates to explain the course and set expectations.
- Work through Modules 1–3 via eLearning at your own pace. 3–4 hours per week is recommended. Support is always available.
- Attend the in-person training day in London for Module 4.
- Three one-to-one remote executive coaching sessions are arranged with each delegate as part of Module 4, at times convenient to you.
- Once all work is submitted and assessed, your CMI certificate is issued.
Introduction to the course
- Remote meeting
We begin with a remote meeting with all delegates to explain the course and how you can get the most out of it.
Course discussion
Course explanation and structure
Expectations and how to get the most from the course
Integration with the CMI
Assessment Module 1 · Business Development
- eLearning
Delivered via eLearning. Four lessons covering the full business development cycle — from principles through to client collaboration and networking.
1.1 · Business development
Introduction
1.1.1. Principles of BD
1.1.2. Psychology of buying
1.1.3. Business development styles
1.1.4. Customer service – the client journey
1.1.5. Client entertaining
1.2 · Marketing
Introduction
1.2.1. Client buying cycles
1.2.2. Client buying shortcuts
1.2.3. Social media and writing LinkedIn posts
1.2.4. Chambers’ branding
1.2.5. Planning a marketing campaign and data management
1.3 · Building Professional Networks
Introduction
1.3.1. Basic principles, importance, and benefits
1.3.2. Personal motivation
1.3.3. Networking anxieties and confidence-building
1.3.4. Tools, practicalities, and etiquette
1.3.5. Developing your personal magnetism
1.4 · Client collaboration
Introduction
1.4.1. How to make clients come back for more (sticky)
1.4.2. Negotiation for business development
Assessment Module 2 · Practice Management
- eLearning
Three lessons covering the operational and strategic management of a chambers practice — from PDMs to business plan development.
2.1 · Practice Development Meetings
Introduction
2.1.1. PDM Preparation and human factors to consider
2.1.2. Business goals and expectations
2.1.3. Setting objectives
2.1.4. Tracking and measuring
2.1.5. Progression and feedback
2.1.6. Silk applications
2.2 · Managing staff within chambers
Introduction
1.2.1. Client buying cycles
1.2.2. Client buying shortcuts
1.2.3. Social media and writing LinkedIn posts
1.2.4. Chambers’ branding
1.2.5. Planning a marketing campaign and data management
2.3 · Building and presenting business plans
Introduction
2.3.1. Writing a BD strategy for chambers
2.3.2. Presenting to clients, members, or colleagues
Assessment Module 3 · Chambers Management
- eLearning
Two lessons covering governance, compliance, and chambers finance — assessed by multiple choice questions online.
3.1 · Governance
Introduction
3.1.1. Structure and Governance
3.1.2. Legislative and Regulatory Compliance
3.2 · Finance
Introduction
3.2.1. Chambers’ Finance
3.2.2. Budgeting and cashfow
3.2.3. Funding contracts and fee collection
Assessment Module 4 · Leadership Development
- In-person day
- 1:1 executive coaching sessions x3
The final module combines an in-person classroom day with three scheduled one-to-one Zoom sessions per delegate — tailored to personal development and change management.
4.1 · Know yourself and others around you
Introduction
4.1.1. Leadership in the chambers’ sector
4.1.2. Personal branding
4.1.3. Management and leadership personality traits
4.1.4. Relationship building
4.2 · Personal change management and development
One-to-one remote via Zoom x3 sessions
Introduction
4.2.1. Personal change management
4.2.2. Business mentoring and coaching
The in-person training day can be delivered remotely for international delegates. One-to-one Zoom sessions are scheduled at a time convenient to each delegate.
Overview and dates
Advanced Business Management
This highly bespoke course has been commissioned by the Institute of Barristers’ Clerks and accredited by the Chartered Management Institute (CMI), specifically for barristers’ clerks to help in their career development. It addresses various aspects of the profession, and will widen individual knowledge, helping to gain more senior positions within the sector.
We know it can be hard to fit personal development into a busy work and home life, therefore accessibility is at the heart of what we do. Clerks can join this course from any location and work within their own timeframe.
Suitable for
Barristers clerk of all levels, especially those who are focused on accelerating their career and progressing to a more senior role.
Duration
10-12 months from commencement, working 3–4 hours per week. You may complete it sooner if you wish.
Format
eLearning + 1 mandatory in-person training day and three remote one-to-one sessions via Zoom.
*In-person training can be conducted remotely if required for overseas students
Key dates and intakes
There is an annual intake, and we encourage all delegates to sign up before the end of April each year.
| In-person training day | 12th October 2027 |
| Location | Central London chambers |
| Remote alternative | Available for international delegates |
| Enrolment deadline | End of April each year |
| Course Completion | 10-12 months from start |
How to study
This course is highly valuable for all levels, especially those who are focused on progressing to a more senior role. We suggest that you look at the syllabus and decide for yourself if it’s relevant to your stage of personal development.
Due to the highly flexible nature of this course, the time taken to complete it depends on the amount of time the delegate can afford. You should aim to dedicate approximately three to four hours per week to your course. At this pace, you can expect to complete the course within 10 months. You may complete it sooner if you wish; however, 12 months is the maximum time allowed.
Please allow yourself quiet study time to read through the eLearning material and follow the embedded links for extra reading. Make notes and print off materials to keep. Contact the course facilitators for any queries at any time.
Course handbook PDF
- Full assessment criteria
- Essay marking guide
- Study guide
- Course structure
Accreditation
On successful completion, delegates receive a CMI passing certificate.
Enrolment also provides 12 months' CMI associate membership and access to the CMI Thrive Portal.
Need help?
Contact course facilitators for any course questions, technical issues, or general assistance.
Assessment criteria
The course is made up of four modules, and is assessed to produce an overall mark. The eLearning management system guides you through the necessary steps to complete each module.
The majority of the course is conducted online. Work which is conducted offline should be uploaded to the learner platform. We urge all learners to fully read and understand how work is to be assessed. If followed, there is no reason why high pass marks cannot be achieved.
Modules
4
MCQ pass mark
80%
MCQ Attempts
Two allowed
Essay pass mark
60%
What we are looking for in your submitted work
The aim of having written assessments is to embed learning from the course content and demonstrate your knowledge of the subjects. The information given should allow all learners to achieve a good pass mark. If anything is unclear or if you need help or assistance, please contact us.
Three methods of assessment will be used on this course:
Five questions to be answered – We expect delegates to submit answers to demonstrate their full knowledge of the subject. Two or three paragraphs should be sufficient to answer each question fully.
Multiple choice questions – Answered and submitted online. Each question will carry two points towards a final mark. The pass mark is 80%, and you will only have two attempts to pass.
Essays – Each essay or project submission will be assessed on its own merits.
Overall proportioning of the course assessments
| Module | Lessons | Task |
|---|---|---|
| 0. Introduction to the course | Course discussion | Remote meeting only |
| 1. Business Development | 1.1 Business development | Five questions to be answered |
| 1.2 Marketing | Complete branding exercise and write a basic marketing plan | |
| 1.3 Building professional networks | Short essay, 1,000-1,500 words | |
| 1.4 Client collaboration | Five questions to be answered | |
| 2. Practice Management | 2.1 Practice development meetings | Complete documents supplied for a PDM |
| 2.2 Managing staff within chambers | Five questions to be answered | |
| 2.3 Building and presenting business plans | Two worksheets to complete | |
| 3. Chambers Management | 3.1 Governance | Multiple choice questions |
| 3.2 Finance | Multiple choice questions | |
| 4. Leadership Development | 4.1 Know yourself and others around you | 1,250–2,500-word essay |
| 4.2 Personal change management and development | Five questions to be answered |
Five questions - marking criteria (per question)
Used in modules 1.1, 1.4, 2.2, 4.2
We expect delegates to submit answers to demonstrate their full knowledge of the subject. Two or three paragraphs should be sufficient to answer each question fully.
| How each answer is marked | Points |
|---|---|
| The question was answered precisely – not too long or too short | 3 |
| Learner’s knowledge of the subject | 3 |
| General standard of written English | 2 |
| Extra information added that is not in the course’s text | 2 |
| Total per question | 10 |
Multiple choice questions
Used in modules 3.1 and 3.2
These are answered and submitted online. Each question carries two points towards the final mark. The questions are designed to test your understanding and recall of the key information covered within each module. The pass mark is 80%, and you will have two attempts to pass. You will receive your result after submitting your answers, allowing you to identify any areas where further review may be helpful before progressing.
No. of Points
2 pts per question
Pass Mark
80%
Attempts
Two allowed
Long essay marking criteria
Module 4.1
Each essay or project submission will be assessed on its own merits. They will be assessed based on the table below. Please additionally review the essay requirement information at the top of the page.
| Marking criteria | Marks | What the learner must demonstrate |
|---|---|---|
| Understanding the Brief | 10 pts | Answers the question throughout, remains focused on the title, meets the required word count (within ±10%) and follows all submission requirements. |
| Structure & Presentation | 15 pts | Professionally presented, logical structure, clear headings, excellent grammar and spelling, effective paragraphing and readability. Tables, diagrams or appendices should only be included where they genuinely enhance the discussion. |
| Introduction | 10 pts | Clearly introduces the topic, explains its importance and outlines the argument that will be explored. |
| Knowledge & Professional Application | 20 pts | Demonstrates detailed understanding of the subject and consistently applies the discussion to barristers’ chambers using realistic examples and commercial awareness. |
| Critical Thinking & Analysis | 25 pts | Evaluates ideas rather than simply describing them. Considers alternative viewpoints, demonstrates independent thinking and reaches balanced, well-reasoned conclusions. |
| Research & Referencing | 10 pts | Demonstrates quality research using a range of authoritative sources from both within and beyond the legal profession. All sources must be referenced correctly using Harvard referencing throughout the essay. |
| Conclusion | 10 pts | Draws together the discussion, answers the essay question directly and demonstrates how the evidence supports the final conclusions. |
Practical exercises and activities
Modules 1.2 and 2.3
Some modules require learners to complete practical exercises, worksheets, business documents or other activities designed to demonstrate how the knowledge gained from the course can be applied in a professional setting. These will be assessed according to the requirements of the individual task.
Course handbook PDF
- Full assessment criteria
- Essay marking guide
- Study guide
- Course structure
GENERAL SUBMISSION ARRANGEMENTS
Please note the following:
- Answers to questions should be written to demonstrate your knowledge of the subject
- Any uploaded files should be Word/Excel/PowerPoint documents only
- Documents should always include, name, page numbers and the date
- Essay submissions below the minimum word count, and content over the maximum word count will not be marked.
- Work must be submitted online to the relevant assessment submission area before 12:00 noon on the day specified
ESSAY REQUIREMENTS
Your essay should fulfil the following:
- The course title, your name and the date
- A formal structure written in professional business language
- Adhere to a consistent language and layout style. Third person is often the standard chosen
- Submitted through the upload portal on the ibc-eduction.co.uk website
- Provide references where appropriate – this could be a reading list as an appendix
- Label any attached appendices clearly
- Avoid plagiarism by referencing where appropriate
QUESTIONS?
Contact the course facilitators for any assessment queries.
Glossary
| Term | Description |
|---|---|
| Bar Council | The Bar Council represents barristers in England and Wales. It is also known as the General Council of the Bar and is the approved regulator of the Bar. It discharges its regulatory functions through the independent Bar Standards Board. |
| Bar School | The informal name for a provider of the vocational component. |
| Bar Standards Board | The Bar’s independent regulator. |
| Bench | The judge/judges. |
| Bencher | A senior member of an Inn of Court, also known as a Master of the Bench. |
| Brief | The documents setting out case instructions for a barrister to argue a case in court. |
| Call to the Bar | The bestowal of the title of “barrister” by an Inn of Court on those who have completed the necessary training requirements and have satisfied their Inn that they are fit and proper to be called to the Bar. |
| Circuits | The six geographical areas into which the courts of England and Wales are divided: North-Eastern, Northern, Midland, South-Eastern, Western and Wales, and Chester Circuits. |
| Chambers | The collective name for a group of self-employed barristers who share premises, a corporate identity, staff, and overheads. |
| Counsel | This is simply another way of referring to a barrister. |
| CPS | The Crown Prosecution Service, the primary body responsible for the prosecution of criminal offences in England and Wales. |
| Devilling | Completing paid work for other members of chambers. |
| EL | Employers Liability. |
| Head of Chambers (HOC) | A senior barrister in a set of chambers who is elected or appointed as its head |
| HMCTS | His Majesty’s Courts and Tribunal Service. |
| Legislation | Legislation is a law or a set of laws that have been passed by Parliament. |
| Inn of Court | The four historic institutions with the exclusive right to call barristers to the Bar. |
| Indictable offence | An offence where the defendant has the right to trial by jury. |
| Injunction | A court order requiring a person to do or cease doing a specific action. |
| RCJ | Royal Courts of Justice – Strand, London WC2A 2LL. |
| RTA | Road Traffic Accident. |
| Set | Another name for a barristers’ chambers. |
| Statute | An Act of Parliament is a law made by the UK Parliament. |
| PI | Personal Injury. |
| PL | Public Liability. |
| Pupillage | Pupillages are divided into two six-month periods. Most chambers now only offer 12-month pupillages; however, it is still possible to undertake the two sixes at different sets. |
| Independent Bar | Describes self-employed barristers. |
| Judiciary | The system of courts that interprets, defends, and applies the law in the name of the state. |
| Junior | A barrister not yet appointed silk. Note: older juniors are known as senior juniors. |
| Junior brief | A case on which a junior is led by a senior. Such cases are too much work for one barrister alone and may involve a lot of research or run for a long time. Ordinarily, junior counsel will not conduct advocacy. |
| KC | Kings Counsel, also referred to as Silk. |
| Member | A term for a barrister – a member of the Bar or a Member of chambers. |
| Mini-pupillage | Work experience at a set of chambers, normally lasting between one and five days. |
| MOJ | Ministry of Justice. |
| SLA | Service Level Agreement. |
| Supervisor | The name of a barrister who supervises pupils, also known as a pupil master. |
| Tenant/tenancy | A barrister who is given permission from chambers to join their set and work with them. A “squatter” describes someone who is permitted to use chambers’ premises but is not actually a member of the set. |
| Tenant (door) | A “door tenant” describes someone who is affiliated with the set but does not conduct business from chambers’ premises. |
| Third Six | When pupils are not successful in gaining tenancy, they can apply for a third six (months’) vocational training at another set, in the hope of success in securing tenancy. |