Law Firm Management

Showing 145–160 of 208 results

  • How to make outgoing referrals pay off

    Fall 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 438

    Abstract: Most attorneys give little consideration to their outgoing business referrals — and that’s a mistake. Properly managed, outgoing referrals can contribute to a law firm’s bottom line by generating referral fees, reciprocal referrals and satisfied clients. This article talks about how to treat referrals as a critical business development strategy.

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  • Survive an IRS audit

    Fall 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 675

    Abstract: Receiving an audit letter from the IRS may seem ominous. But, as this article explains, by working with their CPA and cooperating fully with the IRS, a law firm can survive an audit. Knowing the types of firms and activities that raise IRS red flags can help law firms minimize their chances of being audited. For those who do receive a notice, the article describes the audit process.

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  • The Y factor: Working effectively with your youngest attorneys

    Fall 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 538

    Abstract: Generation Y, or “Millennials,” are now entering the workforce in full strength. But, while new associates of every generation share certain characteristics, Millennials tend to have different attitudes regarding work ethic, firm loyalty and authority. This article offers tips for making the most of their strengths.

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  • Capital concerns – Ensuring your firm has the financial resources it needs

    Fall 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 781

    Abstract: A successful firm requires both working capital to fund daily operations and long-term capital to buy assets and make strategic investments. Unfortunately, determining a firm’s capital needs and meeting them are two of the most difficult tasks an administrator will face. This article explains how different firms have different capital requirements and ways of determining them. It also discusses sources of funding, while a sidebar explains the dangers of undercapitalization.

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  • Fee agreements: Bill like you mean it

    Summer 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 394

    Abstract: Particularly in hard economic times, companies and individuals prioritize their bills, paying the most urgent invoices and the most insistent service providers first and the rest when they’re able. But a law firm can help make its bills a priority by being clear about expectations. As this article explains, this starts with a comprehensive fee agreement.

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  • Not at my firm! Expense report cheating is both easy and common

    Summer 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 648

    Abstract: Expense report padding may seem like a minor offense. Inflated car mileage or exaggerated restaurant gratuities typically add only a few extra dollars per report. Over time, however, a few dollars can become thousands, and fraud can not only harm a firm’s profitability, but its reputation as well. This article lists common expense-related fraud schemes and the steps that law firms should take to detect and prevent them.

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  • More profit, less loss – Point associates to the bottom line

    Summer 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 660

    Abstract: Although associates’ first priority is legal work, they also need to be aware of their firm’s investment in them. Perhaps the best way to make associates fiscally aware is to have them create individual profit and loss (P&L) statements. This article talks about how P&L statements can determine billable hours and overhead expenses for associates and provides an example of one.

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  • What to expect when you’re merging

    Summer 2011
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 807

    Abstract: Mergers offer the opportunity to gain new clients, experienced rainmakers, greater geographic reach, increased specialization and broader expertise. But first, it’s necessary to close the transaction, which is often easier said than done. This article describes the obstacles that are typically involved, and shows how an internal “deal team” working with professional advisors can address them.

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  • 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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