Sentences with phrase «firm leaders no»

My recent conversations with law firm leaders suggest

Farsighted law firm leaders recognized that significant change was ahead, while others watched from the sidelines, failing to grasp that the rules for success had fundamentally, and irrevocably, changed.

A new survey of law firm leaders reveals that partners at a majority of the firms don't have enough work, and that demand for legal services is lagging behind pre-recession levels.

The growing gap is becoming apparent in the comments from law firm leaders.

Last month I shared some thoughts about why law firm leaders can get disillusioned with the promises made by tech providers serving the legal industry.

But firm leaders tend react defensively to new and different thinking, and often stifle it.

As many law firms begin to make the move to hand off management responsibilities to the next generation, Sue Remley, Senior Vice President of Marketing & Business Development, provides some actionable guidance to help law firm leaders navigate the process.

«Survey: Firm Leaders Admit Downturn's Permanent Impact» by Tom Huddleston Jr. (The Am Law Daily) >> READ ARTICLE

«Survey: Law Firm Leaders Recognize New Reality» by Jeff Blumenthal (Philadelphia Business Journal) >> READ ARTICLE

At Bryan Cave, Brueggemann mentors a team of marketing and business development professionals, works closely with office managing partners, practice group leaders and other firm leaders to identify and pursue business opportunities.

And law - firm leaders need to give their IT leaders space to to do what they do best, allowing them to play a key role in driving strategy through the implementation of the right technology.

Despite assertions by some commentators who question the wisdom of lateral partner hiring, lateral partner hiring remains an extremely viable strategy for growth and is the strategy most often identified by firm leaders as key to their competitive approach.

While its efficacy is debated, what seems evident is the pace of change from these approaches is rarely acceptable to today's law firm leaders in addressing strategic objectives.

«Big firm leaders will ignore lessons that the collapse of Howrey, Dewey & LeBoeuf, and Bingham McCutchen should have taught them.

One primary take - away for law firm leaders is that «to know the problem» is not necessarily to solve it.

At the same time, interactivity via the Internet presents significant challenges for individual attorneys, law firm leaders, and marketers, all whom have distinct ethical responsibilities to their professions, clients and communities.

The best approach, however, with or without a formal program, is to have established firm leaders build the next generation of leaders through mentorship.

Law firm leaders rely on Silvia's experience and assistance with leadership development, culture assessments and business development strategy.

For years, the question of why women and people of color leave law firms at a rate much higher than white men has plagued law firm leaders and administrators.

Only a few weeks after publication, reviews by clients, law firm leaders, consultants and commentators show why Remaking Law Firms: Why and How is being so well received, filling a large and critical gap for all involved in legal services delivery.

8.30 am Rugby World Cup winner Sir Clive Woodward is set to kick off the first - ever LegalWeek CONNECT conference this morning, on day one of a brand new event boasting a big - name line - up of speakers including GCs, law firm leaders and High Court judges, as well as a few less conventional contributors...

After joining a select band of major law firm leaders to have taken up a similar role at a rival, Sir Nigel Knowles explains the thinking behind his move to DWF

According to its author, Patrick J. McKenna, this free e-book «provides prescriptive counsel to new firm leaders on what actions they might consider as they begin undertaking their initial responsibilities.»

Speakers include former England rugby coach Sir Clive Woodward and former TalkTalk chief executive Baroness Harding of Winscombe, as well as a host of law firm leaders including Herbert Smith Freehills senior partner James Palmer and Berwin Leighton Paisner managing partner Lisa Mayhew.

If you want better law firm leaders, than get more of your legal team polishing their delegation skills.

'' [A] pologies, especially from law firm leaders, can be powerful.

Firm leaders can lead by example by modeling mindful behaviors: having an understanding of self, being aware of their own emotions and staying committed to personal well - being.

The Leader 360 review runs concurrently with the upward review and, among other things, identifies how the performance of firm leaders supports or detracts from the firm's ability to accomplish its goals with respect to TD.

A recent panel at the 19th annual Law Firm Leaders Forum, hosted by Thomson Reuters, addressed these and other issues surrounding the changing nature of...

The lawyer personality traits described in Part 1 undoubtedly ring true to all law firm leaders.

MacEwen challenges law firm leaders to free themselves from the tyranny of tradition — to think creatively about how things might be.

When I ask law firm leaders about their talent strategy, I often get the response, «You mean our recruiting?»

The summer program launches with a multi-day kickoff that brings summer associates from all offices together with firm leaders, other partners and associates.

This requires law firm leaders to have a clear business strategy designed around their client needs, and delivered by people who understand and exceed client expectations.

Overall billing rates rose 4 %, but firm leaders reported that, on average, their firms provided discounts on 21 - 30 % of all hourly rates.

The survey is open to all managing partners (we recognize many of our readers hold other leadership roles — we need to find a good way to tap the collective wisdom of law firm leaders who are not lawyers by training).

Now over 80 % of law firm leaders believe that non-hourly billing has become a permanent fixture in the legal community.

Porter gave us a valuable lens to make sense of these new dynamics, now Remaking Law Firms provides the fundamentals to understand what it all means to law firm leaders, and what you can do about it.

Participation of law firm leaders and representatives, including not only selected partners but also senior administrative professionals and associates, ensures greater buy - in by firm leadership and the firm as a whole once a new TD plan is launched.

Law firm leaders protect investments in their resources.

Were law firm leaders assuming growth in demand despite all the data that suggested?

A 360 review of selected law firm leaders is restricted to a much smaller group and focuses on evaluating leaders» individual effectiveness.

Greater personal involvement by firm leaders will almost always be among the needed strategies.

There is a risk, especially for law firm leaders, to confuse compliance with cooperation.

Together, they provide law firm leaders with powerful tools for evaluating the success of current TD programs and shaping the agendas for future improvement and innovation.

As discussed in the previous two sections, firm leaders play a crucial role in the effectiveness of TD.

Such a review would entail: (1) the gathering of feedback pertaining to TD issues from selected law firm leaders and representatives at all levels; (2) commissioning a report on TD performance based on the feedback collected; and (3) analyzing that feedback to identify areas of success and areas for growth, followed by implementation of cutting - edge approaches meant to meet or exceed industry standards.

«In our conversations with firm leaders,» she wrote «many express bafflement as to why so many firms adopted the increases when their productivity and profitability results couldn't support them.

Ed's views on a recent (February 27, 2017) American Lawyer article shed additional light on one of the first open commentaries by (BigLaw) firm leaders about the changing landscape of equity partner compensation.

After all, no one knows better than law firm leaders how inundated they are with offers to «make things better.»