Executive coaching has finally made contact with Big Law, big time. This paradigm shift has happened because research now proves there is a return on investment realized by organizations that invest in professionally developing human capital .
A new survey of law firm leaders reveals that partners at a majority of the firms don't have enough work, and that demand for legal services is lagging behind pre-recession levels. Yet, despite this gloomy assessment, law firm leaders report that their partners are resistant to change.
As firms strive to maximize operational efficiencies and increase the effectiveness of recruiting and retention across the talent spectrum, many are evaluating how to best align their talent function to the firm's values and business objectives, essentially with the common goal of delivering excellent client service and enhancing employee career satisfaction.
In today's economy retreats may still be happening, but many have been tailored down and changed to business meeting formats rather than just R & R. To get the most out of the time and expense investment, proper planning is key.
As partners and firm leaders from the baby boomer generation have begun to reach retirement age, legal consultants say succession planning has become a subject of increasing concern at small law firms, and is a topic they encourage those firms to prioritize.
As law firms look to protect themselves from cash walking out the door in a low-demand market, they are increasingly looking at methods to discourage lateral departures and, perhaps more importantly, are enforcing those methods more frequently.
Market Intelligence, Competitive Intelligence, Business Intelligence ' does it matter what we call it? Fundamentally, getting to value and insight comes down to adhering to one simple rule: The information must be actionable.
Should law firm leaders be firing more lawyers? That seems to be the takeaway of a report released by the legal consultancy Altman Weil. Herein is a summary of the findings.
Reed Smith has announced a new associate pay structure, raising the starting salary to $180,000 in some markets, $160,000 in Philadelphia and $145,000 in Pittsburgh.
In the last 10 years, I have coached hundreds of attorneys as an internal career coach at Holland & Knight. Some of those associates left law entirely and are now writing novels, playing professional baseball, and flying airplanes. Others have gone in-house or to work for the government. Many of the associates have become non-equity partners, and some are equity partners. Here are some things I have learned about the ones who aim for partnership in a large firm.
