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The Legal Intelligencer
    • Law Firm Management

    Making Merged Firms Work as One

    The Legal Intelligencer

    Tuesday, January 24, 2012

    There is no shortage of reasons why law firms decide to join forces or acquire partners. Lawyers point to increased opportunities for retaining a client base, enhanced capacity for serving larger and more prestigious clients, and a broader geographic reach as benefits of consolidation.

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    Preparation and Use of Personal Attorney Business Plans

    The Legal Intelligencer

    Tuesday, January 3, 2012

    Personal goal-setting has become a popular and effective management tool that has been implemented by partners and associates in many of the more financially and professionally successful law firms.

    Newer Trends in Determining a Partner Compensation System

    The Legal Intelligencer

    Thursday, December 1, 2011

    A firm develops a compensation philosophy that is realistic in light of the partners' personal, professional and economic objectives; the firm's culture and its competitive environment.

    Practices for Law Firms Regarding Social Media

    The Legal Intelligencer

    Friday, November 4, 2011

    Last month I was on a panel at the Computer Forensics Show with Jack Halprin, head of e-discovery, enterprise at Google; Eric Hunter, director of knowledge management at Bradford & Barthel; and Michael Lackey Jr., partner at Mayer Brown.

    When Clients Can't Get Satisfaction - and When They Can

    The Legal Intelligencer

    Thursday, November 3, 2011

    No partner likes to receive a complaint from a client. However, what is far worse is when a partner does not receive a complaint, when a client feels aggrieved because of a firm's actions or inactions and does not complain.

    When to Retreat in Order to Advance

    The Legal Intelligencer

    Tuesday, October 25, 2011

    Law firms are increasingly turning to retreats to help solve management problems, improve personal relationships and increase team spirit. But a retreat will not succeed unless adequate time and effort have gone into the planning process.

    A Four-Phase Formula for Strategic Planning

    The Legal Intelligencer

    Thursday, October 6, 2011

    Over the past decade, significant changes have occurred within the legal profession that have required law firms to do long-range planning. The market for legal services has become, and will continue to be, more competitive. Mergers and acquisitions have reduced the number of "blue chip" clients available to be served by law firms. Overly aggressive and poorly managed corporate clients have experienced financial distress, others have joined with larger and better managed organizations and many have gone out of business.

    Warning Signs of an Unhealthy Firm Culture and What to Do About Them

    The Legal Intelligencer

    Tuesday, September 20, 2011

    A firm's culture may be its greatest strength for determining and achieving its immediate and long-term objectives.

    Proven Strategies to Help Differentiate Your Firm From Competitors

    The Legal Intelligencer

    Thursday, September 1, 2011

    For many lawyers, the world has never appeared to be as hostile, bewildering or unstable as it does today.

    Strategies for Retaining Clients When a Partner Leaves

    The Legal Intelligencer

    Tuesday, August 16, 2011

    Anticipating the impact of a key partner's departure should begin when the client first comes to the firm.

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