Trust accounting — specifically, the management and recordkeeping of client trust accounts — is an aspect of legal practice that demands meticulous attention. This article identifies best practices for trust accounting and recordkeeping and outlines common pitfalls in an effort to help lawyers maintain compliance and uphold client trust.
As law firms race to modernize, the differentiator won't be access to AI, but how leadership guides its adoption. A new era demands a human-driven approach: one that can articulate vision, lead through change, reshape culture and reengage people.
The legal profession doesn’t just demand excellence; it devours those who cannot sustain it. Law firms scramble to address time management and mental health, yet one daily ritual remains overlooked: how lawyers eat.
For legal marketers LinkedIn remains a valuable social media platform in the toolbox. And despite the buzz around newer platforms or shifting algorithms, its role in marketing has only grown more central.
Legal departments reduced head count over the past year, according to a new study, raising questions about whether the recent in-house hiring boom has petered out.
Each year, well-intentioned and strategic legal professionals craft detailed business plans with ambitious intentions and growth objectives. Yet, professionals often find their plans derailed throughout the year because of competing obligations — active matter engagements, events, mentorship duties and a host of other responsibilities.
The off-site is out and the on-site is in. As workplaces continue to push engagement through employee engagement events companies are turning inward — quite literally — hosting more events in the workplace than ever. This shift isn’t just logistical — it’s deeply strategic.
As artificial intelligence continues its rapid march through the legal industry, law firms are facing a new kind of strategic imperative. No longer is the question whether to use AI — but rather how to do so responsibly, effectively, and competitively.
Many law firms are fixated on insuring they choose the right service provider. Granted the right partner is important, however it’s not the service provider you select; it’s how that service provider is managed that determines success.
The legal industry has long relied on the strength of its relationships, the quality of its legal work, and the predictability of its billable hour. But when it comes to financial operations — specifically billing and collections — many firms are still functioning on outdated assumptions, fragmented tools, and reactive processes that no longer meet the demands of the market. If the goal is to grow, improve profitability, and serve clients better, then firms must look at their revenue cycle as a strategic asset — not just a back-office function.
