Sentences with phrase «junior partners»

The data — some $ 18 billion in legal invoices — suggests the largest law firms have modified staffing models and reassigned IP litigation work to more junior partners in an effort at cost control.

Today junior partners are all ears, consistently asking me the same set of questions, and are anxious to hear my views.

I find a great contrast here with the large accounting firms, where senior partners seem far more concerned about the prospects of their junior partners.

Its original audience was junior partners, but has since been delivered to junior and senior associates, some senior partners, directors of administration and offices, and paralegals.

For junior partners this is tragic because any major re-invention and re-engineering of law firms has to be driven from the top.

In the past few years, however, I have found that junior partners are less confident in their position and worry very deeply about the future of the firms they have joined.

«We have women in leadership positions who are really championing that effort and trying to make sure all of our associate lawyers and junior partners and, in particular, women feel supported and encouraged to stay.

Most law firms, I think it's fair to say, don't even train their associates and junior partners especially well, let alone newly graduated quasi-lawyers.

Junior partners with typical performance (at the 50th percentile) originated an average of $ 190,000 in additional matters, and junior partners at the bottom of the performance spectrum (10th percentile) generated $ 40,000 in new business.

The fact that the median rate is lower for the «Largest 50» firms than the median rate for «Large Enough» firms indicates a shift of work to more junior partners in the larger firms.

Looking more closely at billing rates for this firm size shows that this result is the effect of two factors: partners doing IP Litigation work have held their rates flat and that work has shifted to more junior partners from more senior partners (see Figure 6).

«The qualification and background of the senior and junior partners was impressive, they have a strong presence across all Africa with their network and every person we talked to had good things to say about them».

And, if you are very good at what you are doing, you threaten the senior associates and junior partners.

Even senior partners should mentor junior partners, albeit on admin, management and leadership issues.

More and more the senior partners are now paid on their billings and mentorship is delegated to unwilling junior partners (who are also paid on billings).

We invest a lot in education and programs and do a lot of intensive training from new associates to junior partners.

Succession planning essentially trusts the junior partners with the relationship of the client, the billing of the client, and ensuring the outgoing senior partner is compensated.

This problem may be amplified by junior partners who understand the nature of the business less than senior partners.

Nor can it succeed without a supporting cast of highly trained, Ivy League educated associates and junior partners who enable the great trial lawyers to bring home jury verdicts in the $ 2 billion antitrust actions entrusted to us by our Fortune 50 client.

At firms with large spreads in partner compensation levels (that is to say, virtually all of them), junior partners are effectively being leveraged like associates.

Sponsorship activities include creating challenging, high visibility opportunities for senior associates and / or junior partners in areas like work assignments, leadership posts, client relationships and business development.

These firms begin to train mid-level and junior partners by assigning short term, low risk management activities before entrusting them with key managerial responsibilities.

The following are recommended areas in which the management skills of midlevel and junior partners can and should be developed:

Junior partners have proven themselves by making it into the partnership.

It was probably dawning on everyone else in the firm — junior partners, senior associates, staff — that the reason the firm existed was to be the commercial vehicle for the name partners» legal careers, and that when those careers ended, the vehicle would have served its purpose.

The following are recommended areas in which the management skills of mid-level and junior partners can and should be developed:

While it is unusual for law firm leaders to seek guidance or role models among younger, less experienced lawyers, junior partners and even associates have a lot to offer more senior lawyers with respect to these three leadership abilities.

And what I've seen and heard is that in firms where a major salesperson has left, the firm's junior partners frequently move up into the departed partner's space, and the firm no longer feels like it's being held hostage by one of its partners.

Many do this by delegating to select midlevel and junior partners short - term management assignments, and by rotating these partners through various management areas, rather than by developing particular lawyers as specialists in specific management areas.

They can give mentees inside information about firm management and politics that enable associates and junior partners to develop and execute smart career advancement strategies.

These firms begin to train midlevel and junior partners by assigning short - term, low - risk management activities before entrusting them with key management jobs.

While in law school, Brad was a second year staff member and third year managing editor of the Montana Law Review and also acted as one of the school's Junior Partners during his third year at the school.

Mark scratched his head, «I notice that the secretaries, paralegals, associates, senior associates and junior partners who are most unhappy eventually leave.

The following statements were incorporated into the Partners» Understanding of Compensation Arrangements: For the continuity and betterment of the firm: (1) Mid-level partners are encouraged to, on an ongoing basis, consult, work together with and train all junior partners and associates and involve the junior partners and associates on the work of the clients of the mid-level partners to the extent necessary to cause, assist and enable the junior partners and associates to be able to satisfy such clients, that junior partners and associates are competent and able to perform the work of such clients and to represent such clients on significant matters, and (2) Senior partners are encouraged, for the benefit of all members of the firm, to consult and work together with the mid-level partners and the junior partners to agree upon and take steps reasonably deemed necessary by all such parties to retain clients of the senior partners as clients of the firm upon the cessation of the practice of law by the senior partners.

To reinforce the importance of the transference of clients, it was recommended that the committee continue to determine partner compensation subjectively and that the following four criteria be added to the factors considered: (1) an assessment of the senior partners» transition of clients and client work to mid-level and junior partners; (2) an assessment of the mid-level partners» transition of clients and client work to junior partners and associates (when they possess the expertise to perform the work); (3) an assessment of the mid-level partners» training and development of the junior partners and associates; and (4) an assessment of the junior partners» personal and professional development.

(11) Evidence of a lack of adequate planning for transferring client responsibility from the more senior partners to mid-level and junior partners, which often reaches a head with a fall - off in business due to an unanticipated and unplanned - for client departure, or the end of a significant matter that has kept several attorneys and staff fully occupied but with no plans for how to replace that business.

(9) Provide opportunities for the mid-level and junior partners (and associates) to participate in the orderly succession of firm management and to personally assume specific responsibilities for client development and retention.

As a result, your invoice will not come padded with junior associates, senior associates, and junior partners repeating the same tasks or re-reviewing the same documents.

The senior partners used those junior partners and senior associates capable of performing the work and whose hourly rates were lower than mid-level partners.

I found that experience to be invaluable to understand how the firm operates and to provide a voice for junior partners.

18 years ago it finally dawned on me that, for example, 3 highly experienced partners will always do a much higher quality job than 20 associates, 4 junior partners, chief trial lawyer, etc WHY?

Holman Fenwick Willan (HFW) and Nabarro have become the latest firms to offer increased voting rights for their junior partners as HMRC's new tax rules kick in.

Holman Fenwick Willan and Nabarro have become the latest firms to offer increased voting rights for their junior partners as HMRC's new tax rules kick in.

The calendar can also indicate schedules of hearings, schedules of your junior partners, billing schedules, collection schedules and others.

Although these acquisitions have been successful from an economic standpoint, the acquired partners and a few of the firm's mid-level and junior partners have begun grumbling about the firm's governance.

We encourage our women associates and junior partners to step into positions of responsibility for external client matters and internal firm initiatives.

Management Skills: The following are recommended areas in which the management skills of mid-level and junior partners can and should be developed:

Techniques for Developing Skills: On - the - job - training is the most effective technique for developing and refining the management skills of mid-level and junior partners.

Many firms develop successors to management by delegating to selected mid-level and junior partners short term management assignments and by rotating these partners through various management areas to develop their general management skills rather than developing particular lawyers as specialists in specific management areas.

Changing the view, smart associates and junior partners quickly figure out that the firm is no longer creating opportunities and leave for healthier firms.