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Many leaders are no longer focused just on business development but are also trying to figure out how to continue making money and structure their firms in a way that allows them to spend the requisite money to pay top talent.
Law firm leadership has plenty to keep them up at night: technology gobbling up the bottom of the leverage pyramid, flat market demand, tectonic cultural shifts, ever-expanding skill set demands and more. Traditionally, I’ve found that developing new business and generating client loyalty is top-of-mind in strategy sessions, but more and more I am hearing that there is a new specter that looms largest for many and in particular the “elites”: the gain/loss of major rainmakers. See Figure 1, below.
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By Lawrence L. Bell
In this two-part article, we look at the proposed tax law changes in the budget reconciliation bill — the major legislation in 2021.
By Anthony Davies
The law firm office cannot remain unchanged, as if frozen in time set to some date prior to the onset of pandemic, when the terms and meaning have all changed. In fact, the office must now provide benefits or an experience the lawyers and staff cannot get at home.
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Attorneys need their clients to see them as a trusted advisor and partner in their legal solutions. If the lawyer takes time at the beginning of the relationship to establish expectations, then future conflicts can be avoided or resolved more quickly.
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