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Managing partners and members of executive committees in the more successful law firms that are organized into substantive departments and/or practice groups strongly support the concept of having Practice Group Leaders (PGLs) assume a major role in their firms’ efforts to: 1) insure partner coordination, control and accountability over fields of law, areas of practice and client matters to provide high quality legal services to clients in a timely manner at fees that are fair to the clients and their firms; 2) increase the productivity levels of all timekeepers within their practice groups; 3) increase the economic contribution of their practice groups to the firm to enhance revenue and profitability; and 4) assume primary responsibility for communications to and from members of their practices about firm economics, priorities and business issues, as well as practice growth and client development initiatives.
By Lawrence L. Bell
The Tax Cuts and Jobs Act made significant changes to certain Internal Revenue Code provisions dealing with highly compensated employees. Among these are restrictions (in the form of excise taxes) on compensation of certain highly paid employees of “applicable tax-exempt organizations.”
By Silvia Coulter
Collaborative cultures soar in profitability, talent acquisition and retention, client retention and client service.
By Dan Packel
The Bottom Is Eventually Going to Drop on the U.S. Economy, and Many Law Firms Won't Be Positioned to Handle the Fallout
No economic expansion lasts forever. That’s a hard-and-fast truth of macroeconomics, one that’s on the minds of certain law firm leaders.
By Justin Peacock
Here are some common retirement planning pitfalls that lawyers often experience.