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It's still early in 2024, but law firms may finally be disembarking from a nearly four-year "roller coaster" of volatility, and returning to something that more closely resembles the pre-pandemic era.
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As the world ushers in a new era post-pandemic of hybrid operations, it's really no surprise that workplace experience is a top, strategic lever law firm leaders are driving in conjunction with re-envisioning the space their professionals are occupying.
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The business landscape over the last few years has been changing at an ever-increasing speed, and 2024 promises to be no different. To effectively navigate the challenges and opportunities that present themselves, leaders need to adopt a fresh approach to strategic planning.
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Having a compensation system that clearly outlines partner expectations, provides the partners with the ability to validate the results by communicating the results back to them does more to build collegiality than an opaque system that, by its design, promotes distrust and ill will among partners.
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Unless you carry the correct licenses, it makes sense to develop a relationship with several financial advisors and refer business from time to time.
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Talent is the single most valued asset within a law firm. And, the role and influence of talent in law firms is on the rise. How law firms engage with, respond to and anticipate changing talent needs has the power to transform the legal landscape and dictate which firms come out ahead.
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Partnership audit changes present increased exposure to partnerships and their partners, and future legislation may curtail much of the flexibility associated with partnerships.
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Attorney retirement and succession planning are critical issues that are often overlooked at the management level of law firms. A key question arises: What should come first, retirement or succession planning? Although they go hand in hand, many firms avoid addressing both.
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Attorneys retiring and succession planning are critical issues are often overlooked at the management level of law firms. A key question arises: What should come first, retirement or succession planning? Although they go hand in hand, many firms avoid addressing both.
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Business development is, first and foremost, about people and your relationships with these people. While marketing and visibility activities (speaking, writing, etc.) are critical, it's the people who ultimately make the hiring decisions. As a lawyer, while time is rarely on your side, developing your Nurture System will help you strengthen and deepen your important relationships in ways that are sustainable and effective.