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Among the more recent trends, it would appear that first generation law firms are becoming increasingly aware of the need to develop an effective method of motivating their partners. Generally, these firms were established approximately 30 to 40 years ago by individuals who are still reasonably active in the daily affairs of the practice. As a rule, the founding partners were capable of attracting — as well as producing — client work. Their success resulted in additional work that required the recruitment of more lawyers and enabled the firm to expand. Typically, the individual attorneys were bright and competent, and for the most part recruited to produce the work that was being generated by the founding partners. Over a period of time, however, it became evident that many of these second tier attorneys were unable or unwilling to: 1) personalize their relationships with certain of the firm’s key clients that were brought to the firm by the founding partners; or 2) attract new business to the firm and challenge the founders for leadership of the firm.
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Using Feedback To Improve Team Performance
By Mark Beese
The problem with giving feedback is that it often comes across as criticism. Human beings tend to react defensively, resulting in a denial of the feedback or worse, entrenchment in the behavior or attitude that may be derailing them in the first place. How can we give feedback in a way that minimizes defensiveness?
Why Are Some Bills Easier to Collect Than Others?
By Alex Geisler
Why do some people sail through the entire budgeting, billing and collection process, while for others collection always means trepidation?
An Innovator’s Approach to Hybrid: Empathy and Iteration
By Alaa Pasha
This is a time of innovation, and one way law firms can prepare for a future we can’t yet see is through leveraging two key levers: the need for empathy and iteration.
Investing In Resources That Make a Law Firm Hum
By Jennifer Johnson and Haley Revel
Firm leadership must think about their talent (and that means all their talent) differently than they do today: as a core business asset whose managed value can make or break the firm’s success.