Sentences with phrase «certain firm culture»

Under the pressure from law firms to meet deadlines, win cases, win motions, appease clients, and surrounded by a certain firm culture, lawyers may find... [more]

Not exact matches

While the elements of a positive firm culture are intangible and difficult to quantify, the failure to cultivate one will manifest itself readily enough in one or more of the following symptoms: (1) Decreased productivity; (2) Failure of certain lawyers to bill and collect; (3) High or increased personnel turnover; (4) Hostility between individuals; (5) Lower morale; (6) Unaccountable increased costs; (7) Unwillingness to change or inability to discuss new approaches; (8) Lack of initiative or creativity; (9) Apathy and (10) Decisions failing to gather full support.

The length of time that a firm remains in one of the above governance cycles depends, to a greater or lesser degree, upon: the firm's economics; its culture; the traditional method of admitting partners - through the firm's career development program, lateral hires or combination; the method of allocating profits to the partners and how the system is administered; the personal characteristics, the rainmaking and professional skills of partners whose practice areas are profitable over an extended period of time; and how certain of the more influential partners are perceived by other influential partners.

After years of analyzing the personal and professional styles of lawyer managers, three inescapable conclusions have become readily apparent to me: (1) The authority of lawyer management is derived from the willingness of partners to be managed; (2) Partners in most law firms perceive themselves as being owners of the firm, having certain prerogatives and independence, not as employees to be «managed»; and (3) Law firms have their own personalities and cultures; and management techniques that may be effective in one firm may be marginally or not successful in another.

After years of analyzing the personal and professional styles of lawyer managers of successful (and not so successful) law firms, three inescapable conclusions have become readily apparent to me: (1) The authority of lawyer management is derived from the willingness of partners to be managed; (2) Partners in most law firms perceive themselves as being owners of the firm, having certain prerogatives and independence, not as employees to be «managed»; and (3) Law firms have their own personalities and cultures; and management techniques that may be effective in one firm may be marginally or not successful in another.