Law firms struggling with their millennial lawyers are all coming up against the same fundamental problem: The millennial personality is a poor match for
traditional law firm culture.
Is this deliberate on the part of the vendors to cater to
the traditional law firm culture of the billable hour?
Not exact matches
At the core of EN's
culture is the belief that large,
traditional law firms are no longer essential for the practice of top - tier
law.
Until
law schools expand their
traditional teaching methods to include more skills - based and technical programs, which is slowly happening,
law firms interested in promoting a
culture of efficiency will need to consider less -
traditional recruiting sources.
The result is that Culhane Meadows»
culture is easily distinguished from that of
traditional law firms and results in more fulfilled lawyers and satisfied clients.
Typically New
Law hires well - trained lawyers from large law firms (Big Law — sometimes more cheekily referred to as Old Law) and have a very different culture than the traditional fir
Law hires well - trained lawyers from large
law firms (Big Law — sometimes more cheekily referred to as Old Law) and have a very different culture than the traditional fir
law firms (Big
Law — sometimes more cheekily referred to as Old Law) and have a very different culture than the traditional fir
Law — sometimes more cheekily referred to as Old
Law) and have a very different culture than the traditional fir
Law) and have a very different
culture than the
traditional firms.
Since becoming one of only a handful of female senior partners in the UK top 20
law firms, I have been keen to overcome the «straitjacket» of the
traditional working
culture that still characterises much of City life.
A
traditional working
culture may also be holding
law firms back from embracing technological change: roughly 87 % of those surveyed said they still use pen and paper for completing legal work.
The real cause is that most front - line purchasers of corporate legal services (in - house lawyers) care more about what
traditional suppliers (
law firms) can offer them (strong personal relationships, a reliable brand, routine buying processes, and a familiar
culture) than what they can offer the enterprise.
Law firms face similar problems as traditional companies when it comes to employee motivation and building a law firm culture that fosters innovati
Law firms face similar problems as
traditional companies when it comes to employee motivation and building a
law firm culture that fosters innovati
law firm culture that fosters innovation.
Clinging to these
traditional organizational
cultures and relying on annual events and one - time incentives that are pay - based may not be the best long - term strategy for the growth of a
law firm, especially as the legal marketplace continues to change rapidly and competition increases to retain the top associates.