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Even though lawyer management in most mid-size firms recognize the importance of developing and implementing principles of practice management as a means to insure the high quality service to clients and to improve profitability, the extent to which practice management may be implemented varies greatly from firm to firm. This is because of lawyers' personalities and ability, partners' attitudes towards “being managed,” and the extent to which they are willing to relinquish a degree of their personal and professional autonomy.
Managing partners in many firms have relegated the practice of law to individual partners and have been reluctant to impose their judgments on how individual client matters are being performed. This results from the belief that lawyer management should not have to follow up on partners responsible for performing client work or for managing substantive practice areas.
It has been this author's experience that practice management and firm management interact most closely when firm revenue and the net profit available to partners declines. When partners begin to feel the economic pinch in their pockets, there is a greater tendency to view practice areas and individual attorneys as profit centers. As such, lawyer management needs to review all of the factors contributing to profitability and to address the following questions:
An increasing number of smaller and mid-size law offices have introduced and implemented practice management activities to insure partner coordination, control and accountability over fields of law, areas of practice and client matters.
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