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A bevy of new goals and objectives typically accompany the advent of a new year—or, in the case of 2020, a new decade. January (aka compensation season for most) spotlights last year’s accomplishments and, in turn, begs for — and typically requires — statements and business plans denoting what each individual partner and the firm overall plans to achieve in the coming year. Enthusiastic visions, expansion targets and growth strategies abound. Now, the time has come to shift into action, inevitably sparking one of the single most-voiced questions among law firm executives: how do we hold partners accountable?
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By Kimberly Rice
With national shelter-in-place orders in place now for several months with information on resuming business in the new normal changing every day, lawyers must consider pivoting how they operate their businesses in today’s sub-normal climate.
By Glennie Green
It is critical that lawyers determine strategies that match their skills, personalities, and perceptions and experiences.
By Sharon Meit Abrahams
Conscientious development of associates through training and mentoring enables them to become dynamic, professional, and ethical attorneys who provide high quality service that clients expect.
By Patrick Smith
The largest law firms are pouring substantial resources into business development training, cultivating leadership skills and professional coaching, according to a new report, and they’re fielding teams of marketing professionals and lawyers to court and maintain clients. But the report found that the efforts — and the results — have been uneven, especially when it comes to developing leadership and building effective client teams.