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Everything you need to know about deferred compensation plans.
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In recent years, as client fee pressure has increased and client loyalty has decreased, law firms are investing significant time and money in business development programs. Some partners receive training to dust off selling skills that were largely unnecessary during a time of plenty. Other partners receive training, then individualized coaching, then more training, then more coaching, in an often-futile attempt to turn everyone into a capable rainmaker.
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Attorneys are at a disadvantage when it comes to marketing themselves and their firms. So, how does a firm balance its need for client touch points without annoying a client who doesn't need these services at the moment?
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Information governance (IG) is how organizations tackle growing data volumes ' identifying what's important, what isn't, and what to do with it all.
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Drafting a technology budget that adds value to the firm is increasingly important, and following these five steps will go a long way in ensuring that is the case.
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There's a lot of allure when it comes to viral content. The thought of law firm marketing whizzing through the Web, without cost to the firms, is enough to make a person cry. But the attempt to make something go viral can actually backfire.
Columns & Departments
Who's going where; who's doing what.
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Most law firm leaders have not figured out that this assignment is not about them. It is about the people they are in a position to serve. And, because they just don't realize this, they make mistakes.
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We've long known that vague, incomplete or misunderstood instructions from partners to associates is a prime source of profitability leaks ' revenue lost because of all the time spent on reinventing the wheel, because of do-overs, and because of significant amounts of time written down or eventually written off. We've also long known that an amazingly simple delegation improvement technique can help reduce write-downs of time by up to 18%.
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Much of the staff alignment in an organizational chart is predicated on the particular styles, strengths, and weaknesses of its leadership, not on some universally accepted top-down box managerial arrangement. Despite this, the author feels increasingly compelled to endorse alignment of the CMO/CBDO with the COO, not the Managing Partner.