Law Firm Management

Some things appear to be so simple that we assume (dangerously) that everyone "gets it." But a significant number of lawyers either have no system ' formal or otherwise ' for getting and staying in touch with key people, or do a dismal job of staying connected.

Chances are you don't need to be convinced of the merits of learning to program or, in the parlance of today's startup culture, learning "to code." You already understand not only the professional opportunities it opens but also how it empowers you to solve your own problems. As software disrupts industry after industry, the winners will be either those writing the code or those who understand enough about coding to organize others to do it.

Last year the readerI turned 60, and left the fine law firm that had been his home for 33 years, joining another fine firm in July. Here's how he did it.

Today's law firms face unprecedented challenges in a highly competitive and rapidly evolving marketplace. Corporate clients, under intense pressure to cut costs and increase efficiency within their own organizations, are no longer willing to simply pay an hourly rate for services rendered in good faith. They are unapologetic in demanding increased accountability and demonstrable value from the legal teams who represent them.

As we all know, setting and achieving goals in a professional services environment can be challenging due to the differences in marketing certain practice groups and in how one practice group may perceive success compared with another. Here's how to make it work.

The essence of this coaching approach, and why it works in a law firm setting, is that the coaches are partners who are also the teachers within the firm. They are in a position to role model the very culture that a firm wishes to build.

In this roundtable conversation, Marcus Hartmann , General Counsel, RB (formerly known as Reckitt Benckiser) and Jason Parkman, CEO, Mitratech, discuss trends in enterprise legal management, the tools it provides users, and the increased controls brought to legal departments using this technology.

For more than a decade we tracked our lawyers' time and generated bills using various iterations of Sage Timeslips, which ran on a backend server tucked away in our office. But over the last several years, we noticed Timeslips began to slow down. It reached the point that time tracking and billing, an unpleasant and time-consuming distraction at the best of times, became far more painful than it needed to be.