Sentences with phrase «firm leaders understand»

In an era of President Trump and Brexit, this Jomati report aims to help law firm leaders understand the overall direction of both cross-border trade and trade regulation.

Chinese firm leaders understand they are not going to have this kind of growth, but they are certainly trying to get their version.

Not exact matches

They understand that a healthy school leader is one that has a firm balance between family, wellness, and work.

They need a firm and consistent pack leader who understands the breed.

Although patient, the Leonberger requires a firm trainer and leader who understands that this breed does not respond to harsh training.

This breed needs firm, experienced training from the start, with an owner who understands how to be a dog's pack leader, or this breed can become highly opinionated and willful.

I understand how competitive the local markets are here in Connecticut, and I utilize FindLaw's industry - leader integrated attorney marketing programs to create innovate plans that help your firm bring more clients through your door.

The second thing law firm leaders should understand is that they have never seen a communications tool like this.

It isn't a question of background or experience in marketing: the essentials for a marketing leader are to have a keen understanding of their clients» needs, the firm's strengths, and a drive to make the firm successful.

Written by the firm's president and CEO Richard S. Levick, the blog will focus on helping executives and business leaders understand the mechanics of crisis, litigation and regulatory communications.

The article noted: «Dudnikov's careful understanding, teamwork, drive, legal acumen and strong advocacy skills will make him a popular choice as a junior from leaders both inside and outside his set, one from which firms and clients can only benefit».

«What you look for is genuine commitment and understanding from leaders in law firms.

Given the large - scale cyber-attack on NHS systems a few weeks back and the ongoing impact of the ransomware which has since spread globally, firm leaders are now beginning to understand that it only takes one click to take down a whole business.

Law firm leaders will, though, need to invest some time in establishing appropriate allocations for the calculations, making the investigations needed to interpret the results, considering whether and to what extent to expose the information to other partners and developing a program to train those partners in understanding and acting on the information.

Quoting Bridgesmith: «As the 2015 Altman Weil Law Firms in Transition survey reveals, law firm leaders from firms of every size understand that the glory days of economic growth in legal service delivery will never reFirms in Transition survey reveals, law firm leaders from firms of every size understand that the glory days of economic growth in legal service delivery will never refirms of every size understand that the glory days of economic growth in legal service delivery will never return.

It builds on the prior joint post outlining the 5 issues a law firm leader should understand about their firms, which may cause the leader to pursue opportunities for change.

Firm leaders and professional development directors need to understand it in order to redesign systems and teach lawyers how to operate in this new business environment.

It requires law firm leaders to understand that they'll be more powerful if they share (anonymous) data with other firms, in a big bucket that becomes big data.

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.

- Identifying the characteristics of successful partners and leaders so that women (and men who are not «connected» to power sources within the firm) understand what it takes to be successful in the culture of their firm (i.e. books of business, managing teams, practice group status within the firm, management skills, who you know).

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.

Meredith is a leader in the firm's interdisciplinary Retail Industry Group and has a deep understanding of issues facing retailers, including data privacy and security, product labeling and advertising, omni - channel marketing, customer outreach, behavioral marketing, promotional pricing, hiring practices, automatic renewals, e-commerce, and compliance with a host of statutes, including the Telephone Consumer Protection Act (TCPA), Fair Credit Reporting Act (FCRA), Fair and Accurate Credit Transactions Act (FACTA), Fair Debt Collection Practices Act (FDCPA), Biometric Information Privacy Act (BIPA), Electronic Communications Privacy Act (ECPA), Magnuson - Moss Warranty Act, Computer Fraud and Abuse Act (CFAA), Americans With Disabilities Act (ADA), Video Privacy Protection Act (VPPA), Truth - in - Consumer Contract, Warranty and Notice Act (TCCWNA), California False Advertising Law (Bus.

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.

Ultimately, a law firm leader must understand the impulses of people in their organizations, and why they are drawn to the social Web, in order to create policies that successfully address ethics, confidentiality and privacy.

By being proactive about a broader Internet marketing strategy, your firm will quickly show clients you understand their increasingly mobile lifestyles, identify new Internet intake opportunities and position your practice as a leader in your space.

Will the law firm leaders who say «but there are intangibles that only lawyers understand» make a compelling argument in the future?

With offices throughout Florida and in Washington, D.C. and Atlanta, the professionals at Bryant Miller Olive understand the needs of the firm's clients and the firm has been recognized as a national leader in the practice of law at the intersection of government, business and finance.

His keen understanding of law firms comes partly from his experience as a senior business leader from both sides of the relationship.

Interview partners, associates, and firm leaders to gain an understanding of past experiences, future goals for the process, and specific challenges faced.

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.

To function in an international arena, law firm leaders will have to recognize the validity and benefit of diverse perspectives and acknowledge that different viewpoints are vital and desirable for fuller understanding of issues, people and clients, and to produce better results.

Today, I also sit down with the leaders from our firms because they want to make sure they fully understand how their attorneys are being evaluated and what they need to do in order to meet or exceed expectations.

The firm understands the potential impacts, costs, and risks associated with class actions, and is a leader in developing legal approaches and strategies for handling class action litigation.

And it's poised to do so much more... HOWEVER to capitalize on the opportunity law firm leaders need to better understand what artificial intelligence really can do, who will they need on the team to optimize success and most importantly how can the firm make these changes and still adhere to legal and ethical standards.

They understand the attributes or abilities necessary to be effective leaders, i.e., to envision, determine, and articulate the firm's strategic business goals, and to direct, guide, and inspire others to achieve those goals.

Until firm leaders have access to the data they need in the form that helps them see the big picture and all the smaller brushstrokes that make it up, it's almost impossible to understand the current financial situation, much less create a plan for putting the right pieces in the right places for the future.

As a former general counsel and chief executive officer and advisor to leaders of Am Law 100, 200, Global 100 and leading specialty firms, Kent Zimmermann understands the legal industry inside and out.

One last thought on leadership. When truly disruptive innovation collides with any market, historically the big boys don't survive. They are lacking the bold leadership required to make major course corrections. The top ten most profitable law firms - 9 of which have no blogging presence to speak of — will lose their position if they don't join the party. As Kevin O'keefe noted this week, anonymity online is a losing proposition, while others disagree. We aren't just talking about blogging though, it's the whole social media system - Legal Onramp, JDSupra, and even LinkedIN, Twitter, and Facebook. These are powerful tools, and real leaders will understand, like their younger counterparts, it is much more significant to harness the power of fire, than to simply try and stamp it out for fear of getting burned.

Ultimately, TQM starts at the top, and it's the job of the firm's leaders to ensure that every staff member understands that success is driven by client satisfaction, and the quality of your services is a reflection of their happiness.

Loyalty and Customer Economics: Firm leaders and members of our profession need to understand and operate within a customer loyalty framework.

The firm of the future will require leaders who can understand the industry in terms of these firm types and create a sense of mission across partnerships.

While the natural place to start may be compliance with jurisdictional rules and practice directions, other reasons could include; mastering eDiscovery will position our law firm as an industry leader; pro-actively addressing eDiscovery considerations will reduce risks for our clients; understanding how to manage electronically stored information (ESI) will provide additional value to our clients and provide a competitive advantage over other law firms; eDiscovery will enable us to have greater access to information and empower us to collaborate more effectively with our internal legal team, with outside experts and with the client.

It's our understanding that you and your firm have been recognized as one of the leaders in the industry by C2 based out of London... in the category of «Best Regulatory Law Firm&raqfirm have been recognized as one of the leaders in the industry by C2 based out of London... in the category of «Best Regulatory Law Firm&raqFirm».

From my recent discussions with the leaders of some of these firms in Australia, it is clear to me that they understand the issues... and are moving to address them.

In response to this legal industry and practice challenge, in 2007, a group of legal industry thought and practice leaders from law firms, corporate law departments and legal service supplier organizations were brought together to better understand and plan for the future of the legal profession.

The traditional model of a law firm is in a state of disruption and the future law firm will be driven by leaders who understand technology, efficiency and innovation.The legal sector is changing rapidly and will continue to transform rapidly.

«It's an early phase where the industry leaders understand they have to live within a highly regulated environment,» said Richard Levin, a partner at law firm Polsinelli PC who advises companies involved with digital currencies.

To help real estate firms better understand what successful succession planning looks like, we segmented our respondents into two groups: «Succession Leaders» and «Succession Laggards.»

To understand how pervasive this issue might be across the industry — and to gain greater clarity around what distinguishes the most effective companies from the rest when it comes to CEO succession — Russell Reynolds Associates and the Urban Land Institute jointly launched a quantitative research initiative on executive succession in real estate, surveying senior leaders (primarily CEOs) at more than 235 real estate firms in the United States.