Law Firm Management

Showing 209–216 of 216 results

  • The more, the merrier – Reap the advantages of a firmwide retreat

    Spring 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 862

    Abstract: Most law firms hold retreats for partners, associates and even paralegals. But it’s not often enough that firms include the entire staff. There are many benefits to holding a firmwide retreat. It can energize the entire staff, enhance internal operations and improve working relationships between lawyers and other employees. So when planning your next retreat, consider making it an all-inclusive one. This article explains the benefits of firmwide retreats and how to make them as effective as possible.

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  • The measure of success

    Spring 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 372

    Abstract: You’ve gathered for a retreat to brainstorm ideas for your firm’s strategic plan. You’ve reached consensus on what the firm should look like in five years, creating goals in several areas such as technology, client service and profitability. But did you discuss how you would measure your firm’s progress? This brief article discusses benchmarks and ways to measure objectives to see how well your firm is making headway.

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  • Determining whether a merger is right for your firm

    Spring 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 618

    Abstract: Continuing consolidation in the legal profession means there are more opportunities than ever to merge. Even now, you may be at the point where you want to explore a chance to grow your firm. But before you expend the time, energy and money to join forces with another, make sure the merger is a good fit. This article reviews factors to consider, such as synergy with the other firm, financials and clients. (Updated 1/4/12)

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  • How to keep your key clients – And what to do when one still walks out the door

    Spring 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 983

    Abstract: “We’ve decided to take our business elsewhere.” These aren’t the words you want to hear from a client — especially a major client that’s brought in 20% of your firm’s revenues for the past few years. Whether it’s because of client dissatisfaction, a merger, recession, consolidation of legal services or another reason, losing a major client can be financially devastating. This article looks at steps you can take to help prevent it, or at least soften the blow when you can’t. (Updated 1/4/12)

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  • A business manager may be just what you’re missing

    Winter 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 289

    Abstract: Many law firm leaders are asking themselves: Should we hire a full-time business manager to run our operations? In many cases the answer is a resounding “yes.” This brief article looks at a few reasons why you should consider adding a nonattorney professional to your management team. (Updated 10/31/12)

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  • Handle your law firm’s move with care

    Winter 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 680

    Abstract: Has your firm outgrown its workspace? Do you need to lower costs? Do you want to move to a more desirable location? No matter what the reason or even the size of your law firm, moving is typically time-consuming and complex, requiring meticulous planning, communication and coordination. This article reviews some tips to help get your firm to its new location with as few bumps along the way as possible.

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  • Share your trade secrets – Giving new partners the “skinny” on how to succeed

    Winter 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 745

    Abstract: You’ve helped groom your firm’s star associates for years and now you’re ready to reward them for their hard work and commitment by naming them partners. But that’s only the beginning. New partners have many adjustments to make if they’re going to successfully transition from associate to partner. This article explains how law firms can help encourage new partners to set goals, develop skills, bring in new business and measure their own progress. (Updated 12/31/12)

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  • Grabbing the cross-selling bull by the horns

    Winter 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 1012

    Abstract: In theory, cross-selling is simple. When your clients need additional services, you refer them to another lawyer in the firm who can effectively provide them. In practice, things aren’t so simple. Clients may not be able to effectively communicate their needs or confidently turn over their business to a new lawyer, or may feel more comfortable in keeping that aspect of their business with the firm that’s been handling it for years. There are also internal issues: Lawyers typically dislike sharing their clients, and some aren’t comfortable with selling. This article explores how to train associates and partners for cross-selling success and rewarding their achievements.

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