Law.com Subscribers SAVE 30%

Call 855-808-4530 or email [email protected] to receive your discount on a new subscription.

Search

We found 2,114 results for "Law Firm Partnership & Benefits Report"...

Beastly Beauty Contest for Preferred Providers
November 29, 2005
In this compelling snapshot of a growing trend, Eriq Gardner describes the newly expensive vetting procedures now faced by outside firms choosing to pursue business with a highly demanding large client. Gardner also touches on law business practices (<i>eg</i>, long-term fixed-fee contracting for an entire class of a client firms' litigation needs) that may bode ill for the quality of justice produced by the overall legal system
Improving Associate Retention Through Confidential Interviewing
November 29, 2005
Partners in law firms of all sizes and specialties now realise it is one thing to attract high quality associates, but an even more difficult challenge to retain them. Competition for top quality associates continues to intensify, so effective associate retention is more important than ever.
Competitive Intelligence: A Must Have
November 14, 2005
In today's evolving technological legal market, it is not enough for a law firm to perform tactically, using best practices. Competitive marketing for same client market share necessitates strategic planning. And strategic planning, in turn, mandates Competitive Intelligence (CI) initiatives tag teamed with information analysis.
Coaching For Coaches: One-On-One Attention Combats Training Program Decay Rate
November 02, 2005
Most practicing attorneys are realizing that the "if-you-build-it, they-will-come" approach to business development is not enough in today's competitive marketplace. For those who must learn by experience, this reality is often punctuated by a delay in making partner due to the lack of a "book of business" or mid-career partnership pressure on rainmaking. <br>Despite this reality, attorneys continue to struggle with bridging the gap between the skills and behaviors learned in law school and applied in practice, and those skills and behaviors needed to develop new business. This is where the law firm marketers come in.
<b>The MLF 50:</b> Profile of Brown Raysman Millstein Felder & Steiner
November 02, 2005
Brown Raysman faces unique and interesting challenges. One of them is how to optimize ROI with a marketing budget of a midsize firm competing against firms three or four times its size, while still meeting the overall goal of greater recognition.
Asking For Referrals: The Easiest Way To Generate More Business
November 02, 2005
In an interesting contradiction, the number one technique to generate more new business is also the concept that makes attorneys the most uncomfortable. Throughout the years, numerous studies have shown that the most effective way for attorneys to develop more business is through referrals, specifically referrals from other attorneys. Typically, referrals come from three sources: 1) other attorneys; 2) strategic partners; and 3) current clients.
Playing Hard To Get
November 02, 2005
Fifteen years after merger mania started, and despite the invasion of out-of-towners now crowding the Bay Area, these and other firms remain independent ' sometimes fiercely so.
Keeping Partners Engaged In Associate Development
November 02, 2005
Firms have good reasons for offering formal associate development programs such as law firm universities and mentoring programs. Clients expect trained associates and associates expect training. Formal programs, often with full-time staff support, can effectively deliver training to groups of associates.
The Grass Is Always Greener: Life As In-House Counsel
November 02, 2005
As a private practitioner, sitting at a paper-smothered desk getting rapid-fire e-mails and phone calls from multiple clients, each of whom needs something yesterday, filling out time sheets and reviewing mountains of billing, it is easy for those in private practice to envision life as an in-house attorney as the better ' or at least less stressful ' choice of career paths. This article reacts to that vision, highlights some of the different issues facing those in-house, and discusses the manner in which some of the same issues faced by all attorneys translate in an in-house environment.
What In The World Is Going On With Lawyer Retirement Planning?
November 02, 2005
Retirement is a distant and unnoticed object of concern for young lawyers. After the toil of law school, the terror of the bar exam and the career-defining decisions of job searching, a young lawyer cannot be blamed for feeling immortal. With a seemingly endless stream of years ahead to ply his or her skills in the world of the law, slay a few dragons and make his or her fortune, retirement planning is not on the "to do" list. <br>This article reflects the results of a survey of law firms around the nation that reveals a variety of approaches to retirement planning and funding. Interviews focused on the structure and the funding of retirement plans. While the results of this survey are anecdotal, certain conclusions and recommendations emerged from the effort.

MOST POPULAR STORIES

  • Navigating the Attorney-Client Privilege and Work Product Doctrine in Bankruptcy
    When a company declares bankruptcy, avoidance actions under Chapter 5 of the Bankruptcy Code can assist in securing extra cash for the debtor's dwindling estate. When a debtor-in-possession does not pursue these claims, creditors' committees often seek the bankruptcy court's authorization to pursue them on behalf of the estate. Once granted such authorization through a “standing order,” a creditors' committee is said to “stand in the debtor's shoes” because it has permission to litigate certain claims belonging to the debtor that arose before bankruptcy. However, for parties whose cases advance to discovery, such a standing order may cause issues by leaving undecided the allocation of attorney-client privilege and work product protection between the debtor and committee.
    Read More ›
  • Revised Proposal: Understanding the Interagency Statement on Complex Structured Finance Activities
    Many U.S. financial institutions that have participated in equipment leasing transactions (particularly in the large-ticket and municipal markets) in the last 20 years will be keenly aware that as the structures grew ever more complicated, Congress and the federal regulatory agencies grew intensely interested. Whether the institution had a major role in the transaction or simply provided a service, some degree of scrutiny could be expected, often in conjunction with a tax audit of its client. The risks to financial institutions from participating in complex structured finance transactions of all types became a source for concern for banking and securities regulators. The principal federal regulators responded in 2004 with a proposal that financial institutions investigate, and bear responsibility for evaluating, the legal, tax, and accounting basis of their clients' complex structured finance transactions. The goal: to limit the institutions' own credit, legal, and reputational risk from such participation.
    Read More ›