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I’ve said this many times before, but I’m kind of a data geek, so here we go again. I like looking at data and trying to decipher the story that the information is telling me. I like trying to solve problems by analyzing data. I was that kid in middle school who used masking tape to hold my glasses together at the nose bridge. It’s part of who I am, and I can’t help it. While arguably less flattering as a defining characteristic of my personality, this quirk has helped differentiate who I am as a professional in a very crowded marketplace.
By David McCann
Marketing professionals have a responsibility to do their best to protect the brands of their employers. And part of that responsibility means avoiding, limiting or addressing, to the extent possible, any negative or damaging publicity. While there are nuances within each industry that determine what can and can’t be done in this effort, there are some universal strategies I think work well.
By Silvia Coulter
Law firms have many leaders. Yet in many cases, no formal leadership training takes place, leaving others in their groups or offices performing at less than optimal levels and on their own to get the job done often feeling pressured and stressed. Here are some tips to help partners who lead operational teams, offices, practices, departments, or the firm itself, to implement for leadership impact that books and professors don’t seem to directly address.
By Ari Kaplan
The most popular justification for avoiding business-development activities is a lack of time. There are, however, a number of strategies that will allow you to execute and produce results in minutes — or even seconds.
By J. Mark Santiago
This article focuses on what a firm can do now that will improve future firm economics regardless of what the future may hold. It identifies three areas that offer the great opportunity for improving a law firms’ economics and better positioning them for whatever the future may bring.