Players On the Move
A look at moves among attorneys, law firms, companies and other players in entertainment law.
Read More › Features
3 Tips for Handling the Difficult Decision to Downsize
Randy Evans
&
Shari L. Klevens
By handling all involuntary terminations with professionalism and formality, law firms can limit the potential for conflict and give proper attention to the potential ethical and legal issues. Here are three tips for handling the transition of attorneys and staff from the firm.
Features
Motivating Attorneys to Establish Firm Objectives
Joel A. Rose
Last month, the author discussed the fact that the two major challenges now facing lawyer management in many mid-size firms are: 1) how to motivate the non-entrepreneurial attorneys to achieve and to perform; and 2) how to retain the "over-achiever" attorneys so they will remain with the firm. He concludes this discussion herein.
Features
The Law Firm Value Proposition
Glenn Tannous
<b><i>How to Successfully Hire Lateral Partners</b></i><p>While a law firm asks for specific education, experience, contacts and portables at certain law firms, what if the candidates were to ask for their own list of must-haves? How would a firm measure up?
Features
The Law Firm Value Proposition
Glenn Tannous
<b><I>How to Successfully Hire Lateral Partners</I></b></><p>Every firm the author meets with has a long list of must-haves when it comes to potential lateral hiring, yet very few have defined their value proposition or can live up to an equally long list of offerings for a lateral partner to consider<I>them.</I> Here are his suggestions for successfully hiring laterals.
Features
Motivating Attorneys to Accomplish Firm Objectives
Joel A. Rose
The two major challenges now facing lawyer management in many of these mid-size firms are: 1) how to motivate the non-entrepreneurial attorneys to achieve and to perform; and 2) how to retain the "over-achiever" attorneys so they will remain with the firm.
Features
The Business Intelligence to Competitive Intelligence Continuum
Mark T. Greene
Where law firm leaders' "gut judgement" was once sufficient, running the business well now requires solid intelligence (yes, Big Law is a business). Decisions must balance the demands of clients with those of the partnership. Law firms are awash in data, but harnessing it to support sound decision-making is a major challenge.
Features
The 'Faltering Company' and 'Unforeseen Business Circumstances' Exceptions Under The WARN Act
David Van Pelt
<b><i>Traps for the Unwary or Lifesavers for the Unlucky?</b></i><p>The WARN Act contains several affirmative defenses that provide employers with a complete defense to liability under the statute when a company's exigent condition forces an immediate cessation of operations. This article identifies the key features (including the benefits and drawbacks) of each.
Features
Ransomware Attack on DLA Piper Puts Law Firms, Clients on Red Alert
Roy Strom
The ransomware attack on June 27 on DLA Piper sounded an alarm for Big Law. The world's biggest firms are just as prone to ransomware attacks as any other company, and the potential ramifications of a network-crippling malware infection are wide-ranging for a service industry that holds the legal fate of corporations in its palm.
Features
Why Associates Leave and How You Can Get Them to Stay
Tina Cohen
&
Jennifer Henderson
When a seemingly happy and successful associate announces the decision to move on, his or her firm can be left feeling shocked and confused. This article provides insight behind these moves, and what law firms can do to make their top associates want to stay.
Features
Law Firm Strategy Execs Wield Uneven Clout
Lizzy McLellan
The role of chief strategy officer (CSO) — increasingly common in corporate America — has been adopted by relatively few law firms. Consultants say perceptions of what the position entails and whether it's necessary vary widely throughout the legal industry.
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