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Four years ago, in a conference room full of aspiring leaders, an argument ensued. A vocal member of the group had taken umbrage with the committee’s designation: the Young Leaders Group. While not especially offended at the intimation he was younger than his peers, he argued the association implied these lawyers, ranging in age from early-30s to late 40s, lacked a level of maturity. He went on to point out many in the room currently held and had held leadership roles for many years. The moniker, he said, undermined their authority and positions in the firm. Though seemingly trite to some — who doesn’t love quibbling with lawyers over word choice — the sentiment hit the mark. Others responded and a new title took hold: the Next Generation Leaders.
By Debra Gray
Clients expect sophisticated and secure systems to keep their information safe. This obviously makes your IT professional’s job much harder. Additionally, attorneys expect instant performance and near 100% up time. Achieving the delicate balance between accessibility and security is a challenge.
By Lizzy McLellan
What Does Widespread ‘Deleveraging’ Mean for Law Firm Health?
Industry watchers say law firms have become less reliant on bank debt over the past decade, as they explore other funding options. Often, that means raising capital from partners, or turning to other, less common sources.
By Dylan Jackson
Baby boomers control an outsize portion of law firm business. As they inch toward retirement, how are firms preparing for the transition process?
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.