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A practice group leader calls the head of the professional development department and says, “My practice group needs a team building workshop.” It would be easy to gather team-building materials, run off to the nearest fancy resort and conduct a half-day session in an effort to create a cohesive work group. Unfortunately, training as a solution is most likely a perceived need rather than a legitimate one. A legitimate training need is when a person or persons do not know how to perform a task, lack a skill or are missing knowledge. These are remedied by training. More often than not, the issue is not a training matter, but rather an outcome of poor management or lack of proper procedures.
By Brenda L. Thompson
Dealing With a Job Loss
The chances are that many of us will either be terminated or laid off from at some point in our careers. It happens. How you deal with the loss of a job and get back on your feet as quickly as possible is what’s important.
By Silvia Coulter
Collaborative cultures soar in profitability, talent acquisition and retention, client retention and client service.
By Jim Jarrell
Sometimes You Don’t Know What You Don’t Know
Over the last decade, the definition of competitive intelligence has evolved to be about all of the data and information I have access to that helps to isolate and leverage my firm’s competitive advantage and close the deal on business development opportunities. The more data available to analyze, the better informed your decisions and strategies will be going forward.
By David McCann
There were elements of the corporate culture in the early Dot-com years that helped shape my perspective on the critical role marketing could (and should) play in driving tangible and bottom-line business results. Those shaping influences, when applied to law firms, can help us legal marketers realize even greater returns for our internal and external clients.