Many law firms that built themselves on a single strong practice are branching out. But attracting laterals in a practice area that a firm isn't known for can be difficult and expensive, and convincing clients that the firm can handle a legal matter in a developing practice is trying. "Our model is to incentivize sharing," says Nick Geannacopulos, who heads the San Francisco office of Seyfarth Shaw, which has been trying to move past its labor and employment roots to become a more full-service firm.
November 02, 2007 at 12:00 AM
1 minute read
The original version of this story was published on Law.Com
Nick Geannacopulos did something unusual at Seyfarth Shaw’s partner retreat, held recently at the seaside Ritz-Carlton in Laguna Niguel, Calif.
He gathered 50 California partners at the 725-lawyer labor and employment powerhouse for a meeting, but he wouldn’t let the labor lawyers say a word until they’d heard from every other practice group.
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