Sentences with phrase «firm culture where»

Execute these practices in a firm culture where team play and individual responsibility reign and you will have cash, not work - in - progress and receivables.

Execute these practices in a firm culture where team play and individual responsibility reign and you will have cash, not WIP and receivables.

As for affecting lawyers» attitude towards their own contribution, the researchers recommend a law firm culture where lawyers feel free or competent enough to share their knowledge.

Those who do it well build firm cultures where people feel safe to speak up and feel motivated to improve, all for the sake of their clients.

Not exact matches

The firm has a philanthropic and employee - centered culture where staffers are privy to company financials and enjoy perks like paid time off for volunteering, impromptu ice cream breaks, and scavenger hunts.

I'm a firm believer that there's always a better way and that's a part of the culture we're trying to federate through the organization so we can celebrate where we break something down that perhaps we were really proud of last year.

Jon Salas, 28, recently took a big pay cut to leave the «cardboard dry culture» at a multinational human resources consulting firm where he felt isolated from bosses and colleagues.

These successful entrepreneurs - turned - venture - capitalists often prefer to establish their own firms in partnership with other like minded partners and decline to join established firms where they would have to adapt to a culture and a partnership which they played no role in creating.

This dilution is an issue in publicly traded stock market firms, but it has been historically addressed by keeping the size of the ESOP modest compared to the rest of shareholders (most ESOPs in stock market companies are under 20 %) and by establishing a corporate culture where employee stock ownership is likely to increase the performance of the firm so as to offset the modest dilution of profits per share of non-employee shareholders.

This is consistent with national survey reports from the General Social Survey where employee owners report that they have greater job security and lower likelihoods of being laid off in the previous year compared to other employees.29 When faced with recessionary pressures, employee ownership firms may retain workers to sustain a workplace culture based on cooperation, information - sharing, and commitment to long - term performance.

GFI's science and technology department is involved in the development and promotion of the science of plant - based cultured meat, dairy, and egg technologies.33 They are currently focused on core foundational work — making connections with organizations and writing white papers and «mind maps» — and as such they do not yet have a significant track record.34 They have produced Technological Readiness Assessments — documents detailing the current state of technology, and evaluating where more research is needed.35 All the research GFI does is published, so that the industry as a whole can benefit.36 One of their biggest successes over the last year are the presentations that Senior Scientist Liz Specht gave to various venture capitalist firms.

It is not known whether he will remain on the parliament's culture, media and sport committee, where he recently sparked a row between the SNP and data firm Cambridge Analytica.

In more than a few cases where it worked in the short run, in the long run, the management culture of a firm that survived did not learn the lessons of undue risk taking, and blew it up again.

In addition to such formalist aspects, Hoelscher explores the recombinant aspects of contemporary visual culture, where once - specialized forms like painting become acclimated to everyday viewers trained on the quick - read of corporate iconography and TV fast - edits, while advertising firms create campaigns designed by fine artists.

Some of the examples I heard were that many law firms suffer from an «old boys» club» culture where advancement for women is limited because they are not perceived as rainmakers.

Valuable members of your rivals» firms are disaffected and alienated, seeking workplaces where they're fully integrated into the firm's business and culture.

Sandro Contenta of the Toronto Star has an extensive article on Heenan this weekend, where he focuses instead on the shift in firm culture,

This means that not only did the firm have an allegedly discriminatory culture, but specific circumstances happened where the individual felt personally discriminated against.»

So, law firms looking to motivate their lawyer sales force — including those practitioners who typically avoid rainmaking at all costs — should celebrate and acknowledge rainmaking failures as well as successes -LSB-...] You can motivate existing rainmakers and encourage others to become rainmakers by creating a culture where it is not a failure to come home empty - handed if you hunted well.»

Says Furnari, «compared to the Wild West of the NYC sublet office space market, where you are at the mercy of some other firm's policies, or the culture - clash that you tend to find in multi-professional executive suites, we offer a professionally managed office option that is custom tailored to the way self - employed, small firm attorneys work.

My experiences and expertise will guide your firm towards a new culture where everyone (from Boomer and Gen X partners to Millennial associates) works together effectively and harmoniously.

But how a law firm or its executive management choose to allocate that money can make the difference between a law firm that fosters a culture of cohesion and collaboration or where the battle for a bigger share of a finite pie promotes a culture of «me vs. them» competition.

I consider partners who are the rainmakers to be special situations, where firm history, firm culture, and local conditions constitute that partner's theory of compensation.

While I acknowledge the vital role that culture plays with respect to defining each law firm's working environment, creating expected behaviors, and establishing a «glue» among the lawyers, I am increasingly seeing law firms where their cultures are not evolving with the times and needs of the firm.

You want a firm where the culture resonates with the work and people.

A more direct obstacle to internal referrals could be the prevailing culture at Chinese law firms, where there is typically little centralized management and partners compete with each other for business more than they co-operate.

Where lip service is paid to tolerance but no effort is made to understand how cultural differences affect how people work, workplace culture remains prescriptive: firm members must adapt to the majority culture if they want to be leaders, or to have equal advancement opportunities.

The firm has roots that run deep and one of the primary goals at TDS is to foster a culture where client relationships are entrenched in an equally solid foundation.

What I want to try to do is create the beacon, or the light toward, developing law firm culture, as in the legal profession culture in general... where they do find a sense of meaning, purpose, connection, joy and want to stay in the profession.

This does not mean that American lawyers must learn specific details about the cultures of every country where the firm has an office (although some familiarity would be nice).

Jenny does a lot of work around culture and has a cultural assessment tool where the outputs correlate to traditional performance measures, enabling firms to manage culture proactively, with objective data.

Higgs Fletcher & Mack is a firm where attorneys flourish as a result of our supportive, collaborative culture.

Perhaps the biggest will be the impact on a firm's culture where recruiting the best and the brightest they possibly can will have been part of most firms» DNA for ever.

There are two places where a firm can start creating a culture of knowledge communication.

Take the time to know what type of person you are, and learn about the culture of the firms where you want to work.

It's also about culture and process, where smaller firms may have a distinct advantage (if their practices are focussed enough.

You have the opportunity to be part of a growing and highly ambitious firm where the culture is hard working, but supportive and where we have fun working together, whilst remaining highly professional.

Our firm values team collaboration and providing a culture where all team members are able to be successful.

And with the broader Australian community offering their support and treating us with dignity and respect, with the firm expectation that we will have the same opportunity to thrive and prosper as all other Australians do, and where our cultures are celebrated as among the great strengths of our diverse nation rather than being feared.