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After graduating from law school, I was fortunate to spend the early part of my marketing career in Silicon Valley working for technology companies that ranged in size from 30,000 employees to those with just a couple dozen brave souls. That was during a time when people thought a new kid on the block named Google was crazy to compete with Yahoo!, Apple looked like it was on its last leg and we had to type “http://” whenever we ventured out into the mysterious World Wide Web.
By Sharon Meit Abrahams
It’s that time again. As the year comes to a close many firms are beginning the associate review process. Even if your firm does not have a formal review process I recommend that you write a self-evaluation that outlines your achievements and specifies your goals for the coming year.
By Debra Baker
Six Pillars of a Successful Bus-Dev Program
For firms wanting to thrive through the next economic downturn and beyond, mastery of business development fundamentals is as essential as mastering legal skills. Yet training and coaching — whether done internally or through outside consultants — requires an investment in time and resources.
By Patricia Ellard
Sometimes I assume my clients know what I can do for them and what they should ask for. You all have heard the old adage about what happens when you assume. I still laugh when I think of my elementary teacher saying it, but It’s such a basic idea, and applies in so many situations. Here are just a few of which I’ve been reminded.
By Ari Kaplan
Since business development is often comprised of a series of incremental efforts that generate momentum, embrace the idea of connecting daily streaks to obtain results.