Call 855-808-4530 or email GroupSales@alm.com to receive your discount on a new subscription.
As mentioned in a prior article, I was fortunate to spend the early part of my career in Silicon Valley working for technology companies (See, “Those Were the Days: Lessons from Silicon Valley’s Marketing Culture,” MLF, July 2018. In my roles, I worked with the chief executive officer and other members of the leadership team on various media opportunities — product launches, press/analyst briefings, and radio and television interviews. On one memorable occasion, a week or so after a rather contentious press junket interview with a very influential journalist regarding the state of our industry sector, our CEO entered my office with a look that to this day causes me to break out in a cold sweat whenever it climbs back into my consciousness. He tossed an industry publication on my desk, the same one with which we had the difficult interview, and told me to read the published piece. I did. He asked if I noticed anything odd. I could only assume he was referring to the fact that our company was not mentioned anywhere in the article, while our competition filled the two pages of text. I was actually relieved. Most of our key rivals took a beating in the write-up. We were spared! I guess my post-interview discussion with the editor had worked some magic. So why was our CEO so upset? “David,” he said. “There is no such thing as negative PR. If the press isn’t talking about us, we are as good as dead.”
By Jim Jarrell
Until recently, most law firms operated with a cadre of legacy operating systems, financial platforms and reporting technologies from different manufacturers that have no mechanism for connecting with each other, let alone automatically extracting and updating data points between systems. The disparate nature of these technologies has exacerbated the struggle to leverage data and display results in a reporting mechanism that helps direct the firm’s decision-making.
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.