• Features

    The ‘Silly Season’

    J. Mark Santiago

    That term refers to the months of October through December. It's a way of pointing out to partners that the necessary activities of practice management that so many of them had avoided for the first nine or 10 months of the year now had to be addressed. Clients that had not been billed now had to be invoiced. Outstanding invoices, many issued in the cold days of early March and April, now had to be collected and current work would not only have to be billed but collected as well.

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  • Features

    What Is Your Dashboard Report Telling You? Chances Are, Not Much.

    Jim Jarrell

    Firms are struggling to capture compelling business intelligence about themselves. Until recently, most 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. 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.

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  • Features

    Producing Breakthroughs in Client Development

    Arnold Keiser

    It is easy to understand why many lawyers feel that only certain special individuals are blessed with the qualities necessary to be rainmakers. But almost anyone willing to develop the qualities necessary can become a rainmaker.

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  • Features

    Law Firm Leadership Isn’t a Role, It’s a Mindset

    Michael A. Gerstenzang and Hy Pomerance

    When a law firm does not subscribe to a traditional corporate structure

    At most companies, the leadership structure is typically clear and hierarchical. But what does leadership look like at a law firm when a traditional corporate structure doesn’t apply?

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