Sentences with phrase «law firm leaders»

The vast majority of law firm leaders believe pricing pressures, competition and the need for efficient legal service delivery are permanent trends.

With so many possible areas of knowledge to invest in, it can be challenging for law firm leaders and administrators to decide where to make an investment.

My recent conversations with law firm leaders suggest that the winners and losers (of market share) phenomenon that we first identified back in 2013 is now moving beyond a slowly developing trend.

They need to hear candid, reassuring and inspiring explanations from law firm leaders whom they trust.

But with the likelihood that the economy will continue to worsen, law firm leaders who do not take the difficult but necessary steps to prepare will have only themselves to blame.

The information will be shared in a digestible, interactive format with many opportunities for engaging discussion with your faculty and with other law firm leaders in attendance.

For many law firm leaders, they're unsure where to start.

That most law firm leaders think it's a lack of business development skills, rather than «flat or declining demand» (59 percent) jumped out at me.

In one remarkable statistic, nearly one - third of law firm leaders believed that the partners in their firms would rather make less money than lose the ability to manage their own affairs.

It describes how women can achieve their career aspirations, exercise influence in their firms, and find meaning and satisfaction as law firm leaders.

Brand visibility, client satisfaction, legal demand forecasts and competitive analysis are all objective measures that law firm leaders need to consider if they are to steer a course to success.

However, this attitude is only serving to fuel the fire of Chinese law firm leaders, as the most recent statistics speak to.

The successful law firm of 2030 will emerge from the choices made by law firm leaders today.

An increasing number of law firm leaders do see this, but they can only change their firms as fast as their Partners will allow.

The forum brings managing partners and other law firm leaders together to overcome management challenges, leverage market dynamics, and target key business opportunities.

The study also underscores what law firm leaders perceive to be the greatest competitive threats — and it's not technological automation of routine work.

Some wonder why law firm leaders are slow to really exploit legal technology that can perform work across their business, as opposed to doing pilots and press releases.

Yet, despite this gloomy assessment, law firm leaders report that their partners are resistant to change.

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.

Together, they provide law firm leaders with powerful tools for evaluating the success of current TD programs and shaping the agendas for future improvement and innovation.

Few law firm leaders have sufficient experience to navigate this maze.

In my experience law firm leaders can be nervous about the outsourcing concept itself.

I recently participated in a conference on law firm compensation that was attended primarily by law firm administrators who generally work directly under senior law firm leaders such as managing partners or firm chairs.

The job of an effective law firm leader is to ensure a successful, prosperous law firm.

Today, more than ever before, lawyers and law firm leaders understand the importance of business growth and professional development.

Professional development personnel can support law firm leaders by arranging specialized training or coaching in presentation and communication skills for them.

Lastly — surprise, surprise — while law firm leaders get the message, they can not get their lawyers to come along.

And while I'm no leadership expert, I do know the basic qualities that make good law firm leaders.

Many law firm leaders now struggle with what to do next to survive.

Combining innovative digital platforms, interactive training, and transformative coaching, we help lawyers and law firm leaders thrive at every stage of their careers.

It is that leaking that has law firm leaders exercising caution.

Many law firm leaders probably don't care whether the billing is done at the office during regular office hours or done elsewhere.

Even law firm leaders can display some confusion about what their strategy is.

However, this is not what the Chinese law firm leaders meant.

The study goes on to say that only 8 % of law firm leaders feel highly confident in their firm's ability to keep pace with the challenges of the new legal marketplace.

Existing law firm leaders can make important changes, especially as younger lawyers begin to take leadership roles.

Were law firm leaders assuming growth in demand despite all the data that suggested?

For years, the question of why women and people of color leave law firms at a rate much higher than white men has plagued law firm leaders and administrators.

However, the conversations I had with the fifty or so Chinese law firm leaders featured little of that.

Most law firm leaders today focus more on the substantive quality and quantity of work being done than on the systems and processes used to produce and deliver it.

This is your summary of the most powerful articles critical to the success of law firm leaders during the week that past.

Last month we made some predictions for 2018, in areas that we think will impact law firm leaders just like you.

There are educated people who are willing to teach law firm leaders these techniques, and there are many who are eager to join firms to demonstrate from the inside.

Currently in its 20th year, the annual gathering brings law firm leaders together to examine the critical issues facing the legal profession.

It also provides a rare opportunity for law firm leaders to discuss their shared experiences in one of the most demanding and complex roles a lawyer can take on in his or her career.

So it can be fairly said — that law firm leaders in fact haven't heard what they need to hear — because it's not being discussed.

Every partner and law firm leader needs to be informed and constantly vigilant about the possibility of failure.