Law Firm Management

Showing 161–176 of 216 results

  • Tech matters – Are your attorneys safe on the road?

    Spring 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 509

    Abstract: Technological advances in the past decade or so have changed the way many lawyers do their jobs. But, unless firms adhere to some basic security protocols, their lawyers may be putting confidential (including privileged) information at risk every time they hit the road with their smartphones. This article looks at some of the specific security risks and offers suggestions to reduce them.

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  • Good customer service applies to law firms, too

    Spring 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 584

    Abstract: A “customer service culture” isn’t only for retailers and restaurants; it also can give law firms a competitive edge. This article explains that everyone in a firm should receive some form of customer service training. It offers five basic rules that can help everyone, from receptionist to managing partner, navigate antagonistic situations.

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  • Beyond the numbers: A fair system for evaluating partners

    Spring 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 759

    Abstract: While partners share some basic roles and responsibilities as attorneys and owners, each is likely to bring something a little different to the table. How, then, can a firm ensure that performance reviews — and compensation decisions — are fair? This article discusses some of the standard measurements involved, and explains that an evaluation process needs to consider the many roles partners play in the firm, along with four factors that determine a firm’s profitability. A sidebar talks about evaluating and compensating unique practice partners.

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  • Value — not billing alternatives — may determine client satisfaction

    Spring 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 611

    Abstract: There’s been a lot of talk in recent years about alternative fee arrangements (AFAs) as a solution for rising legal services costs. But a recent study suggests that most corporate clients don’t consider them a top priority. Instead, what many in-house counsel want from their outside legal services is “value” for their dollar. This article explains how law firms can communicate the “extras” they provide clients, whether they charge by the hour or offer AFAs.

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  • Secret of survival: Good cash flow

    Winter 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 304

    Abstract: One of the major reasons some businesses, including law firms, have survived the recession while others haven’t can be summarized in two words: cash flow. As basic as it sounds, firms need enough cash on hand to make payroll, pay vendors and cover debt. This brief article describes a couple of steps, besides collections, that firms can take to maintain healthy cash flow.

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  • Retaining legal talent – Telecommuting and flexible work options are critical

    Winter 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 580

    Abstract: Because law firms spend considerable time, money and energy recruiting the right people, it’s important to give those people incentives to stay. One incentive to consider offering is telecommuting — along with other flexible work options. This article discusses the benefits of telecommuting for many attorneys and for the firm, and offers a list of other flexible work options to consider.

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  • Why law firms need legal administrators

    Winter 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 684

    Abstract: Lawyers don’t go to law school to become business administrators — management just comes with the job of being a partner. But given the increasingly competitive legal landscape, most attorneys need (and would probably prefer) to focus on clients rather than administration. A legal administrator is trained to manage the business end of a law firm, freeing up attorneys to do what they do best: Practice law. This article examines why many firms should consider hiring one, and the core competencies to look for.

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  • Your firm’s future depends on its succession plan

    Winter 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 866

    Abstract: Leadership succession isn’t a matter of if, but when. The only question is whether the transition will be seamless and successful or fraught with conflict and risk the firm’s future. This article explains why it’s important to begin succession planning years in advance, and the steps that should be taken to prepare the next generation of firm leaders. A sidebar emphasizes the importance of keeping key clients informed throughout the transition process.

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  • Parlaying the power of paralegals

    Fall 2010
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 437

    Abstract: Sometimes, attorneys undermine firm profitability by doing work that’s better left to paralegals and creating a ripple effect of staff members performing tasks for which they’re overqualified. To prevent such problems, it’s important to use paralegals effectively. This article shows why it’s important to recognize what work paralegals should do and what they shouldn’t, and how to fully integrate them as members of the legal staff.

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  • Carpe diem … and start cross-selling

    Fall 2010
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 773

    Abstract: Say the word “sell,” and many nonrainmaker partners will quickly hide. But cross-selling doesn’t require a marketing or sales background. It simply requires a good ear and a quick brain, which good lawyers all have. This article shows how a firm can improve its partners’ sales skills by teaching them how to match their firm’s skills to client needs and by instituting incentives that reward partners who show cross-selling results.

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  • 6 ways to cut costs and increase revenues

    Fall 2010
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 603

    Abstract: Law firms of all sizes are eager to find ways to grow their profit margins these days. It’s not hard to figure out that the most effective approach is two-pronged: reducing costs and boosting revenues. This article suggests six ways to accomplish both, including cutting back on IT and office equipment expenses, improving collections and managing cash flow.

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  • Portfolio pricing: Should it be your next alternative fee arrangement?

    Fall 2010
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 726

    Abstract: With law firms increasingly operating in a buyer’s market, arrangements such as portfolio pricing can provide a competitive advantage that pays off for both law firms and their clients. This article discusses the pros and cons of portfolio pricing, while a sidebar offers advice on choosing the right clients for this type of arrangement.

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  • Beyond Twitter: Fine-tuning your online marketing strategy

    Summer 2010
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 415

    Abstract: Social media sites such as Twitter and Facebook are all the rage in marketing these days, but are they right for law firms? The answer is “yes,” but with certain limitations. Law firms can use them to grab attention and send visitors to their Web site as well as provide value-added content that demonstrates expertise and helps convert prospects into clients. This article shows how.

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  • Measuring per-attorney overhead

    Summer 2010
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 486

    Abstract: Successful law firms closely monitor their revenues and profitability, both firmwide and by attorney. But the need to allocate overhead can make it difficult to truly assess per-attorney profitability, thereby undermining compensation and related decisions. This article discusses the allocation of direct and indirect costs, and illustrates how a weighted system can help law firms capture more accurate per-attorney overhead and profitability figures.

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  • Want to get paid in full and on time? Communicate, communicate, communicate

    Summer 2010
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 638

    Abstract: A typical law firm isn’t likely to ever receive payment on 100% of their bills. However, it can get close to that realization rate. The key is to carefully select clients and cases, and then communicate, communicate, communicate! This article discusses communication when setting a fee agreement, when working with clients when they first become delinquent, and in writing a formal collection policy. Regular communication with clients not only can help improve payment, but also can help lawyers gauge a client’s level of satisfaction with the firm’s representation.

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  • Foxes in the henhouse – How to combat occupational fraud

    Summer 2010
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 1011

    Abstract: In tough economic times, it’s not surprising that occupational fraud can become more common, but it’s a significant problem even in the best of times. The latest edition of the Association of Certified Fraud Examiners’ fraud survey, which has expanded from a study of U.S. fraud to fraud on a global basis, indicates that the typical business worldwide loses approximately 5% of its annual revenues to fraud, for a potential total loss of over $2.9 trillion. This article looks at different types of fraud and the kind of environment that allows it, and shows preventive steps that can be taken. A sidebar lists behavioral “red flags” that may indicate fraud.

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