Law Firm Management

Showing 193–208 of 208 results

  • IRS increases standard mileage rate for auto expense deduction

    Fall 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 351

    Abstract: With today’s high gas prices, you’ll want to be sure you’re deducting auto expenses when you can. Fortunately, earlier this year the IRS increased the standard mileage rate that you can use when calculating your business auto expense deduction. This brief article reviews the changes and the two methods used to calculate the deduction.

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  • Enhance profitability with the right cost-recovery system

    Fall 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 803

    Abstract: In today’s tough economy, finding ways to improve profitability is vital. Revenue-generating strategies such as expanding your client base, ramping up marketing efforts and cross selling your services can help boost your firm’s bottom line, but another important strategy is controlling costs. This article explains how a cost-recovery system can help you to pinpoint your spending, devise a plan to make necessary cuts — and even bill more back to clients. (Updated 12/14/12)

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  • Is your firm utilizing paralegals as profitably as possible?

    Fall 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 790

    Abstract: Paralegals play a key role in the delivery of legal services. They also should play an important role in your firm’s plan to maximize profitability, productivity and efficiency. This article looks at how to boost the skills and knowledge of these legal professionals. (Updated 1/4/12)

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  • Compensating the unique practice partner

    Fall 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 955

    Abstract: Partner compensation can have a significant impact on the partnership. Based on perceived fairness or unfairness, it can be constructive, creating a happy partner alliance, or destructive, causing partnerships to all but crumble. This article offers insight into this unique aspect of firm management, including factors that make a practice unique and compensation options.

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  • It’s about time: Fair and accurate billing

    Summer 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 316

    Abstract: Clients may not read every line of the contracts and other legal documents you prepare for them, but they do comb through your time entries to ensure they’ve gotten what they’re paying for. So it’s wise to invest the effort to show clients that your entries are fair and accurate. This brief article looks at three strategies that will help your bills do just that. (Updated 12/14/12)

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  • Why emotional intelligence is just as important as legal skills and experience

    Summer 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 765

    Abstract: Law firms generally look at lawyers’ academic performance, experience and technical skills when assessing whether they’re viable candidates for the firm. But emotional intelligence — a person’s social and emotional functioning or “soft skills” — is another gauge you can use to measure the potential future success of lawyers you’re thinking about hiring. You can also use it to help identify future firm leaders. Fortunately, people don’t have to be born with emotional intelligence; with proper training they can develop it. This article explains how you can enhance your lawyers’ job satisfaction and run your office more smoothly by understanding emotional intelligence.

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  • Deterring financial fraud

    Summer 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 959

    Abstract: The Association of Certified Fraud Examiners estimates that employee fraud accounts for around $638 billion in losses each year, with most fraudulent acts being committed by trusted employees. Employees engage in a variety of financial crimes against their employers, ranging from fraudulent billing to misappropriating assets. There are no sure-fire methods for stopping these acts, but there are precautions you can take to help protect your firm. This article reviews strategies, including recognizing the signs of danger, separating accounting functions and partnering with your CPA.

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  • How effective is your business intake process?

    Summer 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 943

    Abstract: A well-crafted business intake process can improve the quality of a firm’s clients, enhance client relationships and streamline other business processes — all of which contribute to an increase in the firm’s bottom line. Yet some firms’ intake processes are hit and miss, or nonexistent. Whether you need to refine your existing process or develop a new one altogether, there are several important points to consider. This article explores those key points, which include profitability and conflicts of interest. (Updated 1/4/12)

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  • 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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