Somewhere on the continuum between marketing gurus and psychologists are law firm coaches. Previously more casual positions, these roles are becoming more structured, and more commonplace. Some firms have begun formal coaching programs to help associates and junior partners make the transition from service lawyer to business getter. Others have brought in coaches to help senior leaders deal with issues as vital as client retention and as solemn as succession planning. But the concept also has its critics.
January 13, 2006 at 12:00 AM
1 minute read
The original version of this story was published on Law.Com
A partner at a prominent San Francisco Bay Area law firm found herself in an unenviable predicament: How could she better manage a difficult client relationship?
The answer didn’t come from the firm’s leaders, her colleagues or her mom. It came from her business development coach.
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