Sentences with phrase «junior partners working»

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Particularly relevant to preservice preparation, the state teachers of the year participating in the study said working with preservice and novice teachers inspires them to share their best work and cultivate strong self - reflection skills in their junior partners — which in turn pushes their own practice forward.

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If this poll shows ambivalence among associates about partnership and concerns about how the process works, earlier research bears out that the remoteness of partners and tough demands made of senior lawyers are turning junior lawyers away from the traditional career goal.

Juniors are also assigned a partner mentor, but our sources were keen to point out that «Latham has a strong culture of informal mentorship» too, so «if you're looking to try out a certain type of work it's very easy to grab a coffee with a partner in your department and talk it over.»

James has been consistently ranked by Chambers & Partners in recent years as a leading junior for commercial chancery disputes, where he is described as a «great lawyer with a fine intellect, who is very hard - working», who has «continued to enhance his growing reputation by acting in high - stakes cases.»

Although senior associates can help manage the work of junior associates and create profits, we believe that value added leveraging is something that will more likely occur at the income or junior partner levels.

Students get all the benefits of articling at a large firm (legal research tools, varied work assignments and a rich educational program) while enjoying the culture and feel of a much smaller firm (work / life balance, a friendly, collegial atmosphere and a true «open - door» policy from the most junior associates to the most senior partners).

Matters are coordinated by two pro bono partners «who are very committed and do a ton of great work,» juniors told us.

Junior Work Done at Senior Billing Rates In most firms, senior attorneys are billed out at higher hourly rates than junior attorneys, and clients want to see tasks being performed in the most efficient manner possible for them: if a $ 150 / hour associate can draft a client update in the same time and at roughly the same skill level as a $ 450 / hour partner, then the client will not want to pay three times the amount for the same rJunior Work Done at Senior Billing Rates In most firms, senior attorneys are billed out at higher hourly rates than junior attorneys, and clients want to see tasks being performed in the most efficient manner possible for them: if a $ 150 / hour associate can draft a client update in the same time and at roughly the same skill level as a $ 450 / hour partner, then the client will not want to pay three times the amount for the same rjunior attorneys, and clients want to see tasks being performed in the most efficient manner possible for them: if a $ 150 / hour associate can draft a client update in the same time and at roughly the same skill level as a $ 450 / hour partner, then the client will not want to pay three times the amount for the same result.

The platform would assign a flag, for example, when it identifies a more - senior lawyer doing work typically done by junior lawyers, or when it finds partners unnecessarily billing to review associates» work.

The recent news that Deutsche Bank will no longer pay panel law firms for work carried out by junior lawyers has provoked a strong reaction across the legal profession, with a Legal Week survey finding almost 60 % of partners think the demands are unreasonable.

Some of the things we have done is ask that the senior partner be the only one who works on the file because of the depth of knowledge can tell us what we need to know in about 30 seconds as opposed to the junior who would spend a lot more time on it.

As a more junior associate, try to pin down who you will be working for and which partners have a practice that really keeps associates busy.

We can propose improvements to free partner non-billable time for billable work, enable junior lawyers to take on more senior work (greater leverage), improve lawyer efficiency to reduce soft write - offs and hard write - downs and improve efficiency of fixed - fee matters.

As a smaller firm, Elliott Greenleaf offers quality work at lower rates because conservative management results in lower overhead, fewer junior attorneys, greater partner involvement, less debt and a long - term view toward clients, regardless of their size.

When no new work comes in the door, continued employment prospects for law clerks, junior associates and non-equity partners are bleak.

This is nothing new; more junior (and cheaper) lawyers often do the leg work on a file while more expensive partners set the strategy and handle the thorny problems.

As they work together, the senior partners can transmit their wisdom while observing and advising the more junior lawyers in leadership techniques.

In fact, $ 477 / hour sounds about right to me as a blended rate for a senior partner, a partner, a senior associate and a junior associate, with the proportion of work tilted downhill toward associates.

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.

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.

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 pPartners» 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 ppartners 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 ppartners 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 ppartners 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 ppartners 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 ppartners 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 ppartners 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 ppartners 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 ppartners 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 ppartners 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 ppartners as clients of the firm upon the cessation of the practice of law by the senior partnerspartners.

suggest that the chair's protégé, a star junior partner who frequently works with the chair and is trusted by him, be invited to assist with many of the chair's duties as group chair;

Juniors get assigned an associate and partner mentor, but we heard that «because of the free market system everyone starts to look to the people they work for instead.»

In our Trainee and Junior Lawyer Survey, shipping law specialist Ince & Co scored As for tech, office and canteen, as well as Bs for quality of work, peer support, partner approachability, work / life balance and perks.

The firm scores a whopping seven A * s in the Legal Cheek Trainee and Junior Lawyer Survey 2017 - 18, with top marks for training, quality of work, peer support, partner approachability, work / life balance, tech savvy and social life.

Since «a lot of cases only have a couple of juniors and partners working on them, whatever you take on is appreciated.»

The converse of this «one - mistake rule» is the halo effect: a junior lawyer impresses a partner by consistently doing outstanding work; the partner tells his / her colleagues, and the junior lawyer becomes known as a superstar.

Law firms are dependent on leveraging lower - cost labour — not just associates anymore, but also non-equity partners and even some junior equity partners — to carry out lower - value work.

There are stories in every firm of partners or senior associates who ask for some vague thing, get back work product that they don't like and then just assume that the junior lawyer is an idiot and vow never to work with them again.

I therefore believe the correct question (which my colleague David Maister and I have been asking partners at significant firms for some years) is: «tell me please, what percentage of your work could you delegate to a junior, given that that junior was properly trained to do the work with quality?»

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.

She worked with us to find the people we need and was able to attract skilled people, notably a junior partner and a skilled associate.

«She is the junior of choice for lots of silks; she is fantastically hard - working [and] hugely experienced» Chambers and Partners

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 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.

• The size of the typical files in Winnipeg provides junior lawyers with the opportunity to fill a higher - level role on files and work directly with the lead partner at a more junior career stage.

Insofar as this refers to the broad - based pyramid with the partner at the top and junior lawyers undertaking routine work at the bottom, then, again within the time scales just noted, I think this model will indeed be broken.

Rather, law firms should be asking what is the best way to partner with clients to solve legal problems taking into consideration possible resources outside the scope of the law firm's operations — including legal process outsourcing providers.For example, does it make sense to staff a file with juniors when work can be outsourced to an alternate legal services provider at half the cost?

This ethos, coupled with the leverage dynamic (with a smaller number of equity partners generating huge fees from supervising and managing junior lawyers) and chargeable hours model saw associates happily prepared to work all hours as they strived for partnership.

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.

One is in 2012, when Wylie was 21 and working for the Liberal Democrats in the UK, then in government as junior coalition partners.

Nevertheless, I prefer to work with a good listener who is easily reached, and without having to deal with a team member or junior partner.