Features
Aleta Norris
Most law firm leaders have not figured out that this assignment is not about them. It is about the people they are in a position to serve. And, because they just don't realize this, they make mistakes.
Features
Pamela Woldow
We've long known that vague, incomplete or misunderstood instructions from partners to associates is a prime source of profitability leaks ' revenue lost because of all the time spent on reinventing the wheel, because of do-overs, and because of significant amounts of time written down or eventually written off. We've also long known that an amazingly simple delegation improvement technique can help reduce write-downs of time by up to 18%.
Features
Michael DeCosta
Much of the staff alignment in an organizational chart is predicated on the particular styles, strengths, and weaknesses of its leadership, not on some universally accepted top-down box managerial arrangement. Despite this, the author feels increasingly compelled to endorse alignment of the CMO/CBDO with the COO, not the Managing Partner.
Columns & Departments
Pamela Woldow
&
Doug Richardson
In this second of three related posts, we consider whether clients' increasing efforts to control outside legal spend forces their outside counsel to "cut corners."
Features
Sharon Meit Abrahams
Are you an ISTJ or an ENFP, perhaps an INTP? What is this alphabet soup, you ask? It's the letters used in the Myers Briggs Type Indicator (MBTI) assessment tool. Why should you care? Because knowing your letters will help you be a better rainmaker.
Features
ALM Staff
&
Law Journal Newsletters
In this Q&A, panelists discuss the impact of Legal Analytics on the legal profession and how it can be used to gain an edge in the highly competitive business and practice of law.
Features
John Marchioni
When was the last time you had to sign a document or collect signatures as part of a larger business process? Or wait on someone else for a signature? Did you opt for the old-fashioned "wet signature" or the new-fashion electronic version?
Features
Timothy B. Corcoran
In recent years, as client fee pressure has increased and client loyalty has decreased, law firms are investing significant time and money in business development programs ... in an often-futile attempt to turn everyone into a capable rainmaker.
Features
Rebekah Mintzer
The cloud is everywhere, raining down apps and digital services on companies. The potential benefits are clear: more storage and portability of company information and customer data, as well as time and cost savings for management and employees.
Features
Joel A. Rose
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.
