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Law firms are increasingly looking for ways to meet client expectations while also maintaining profitability themselves. When I started out as an M&A associate over 20 years ago, meeting client and business demands was all about billing over 3,000 hours a year, leaving little room for a single day off despite the firm’s “unlimited” vacation policy. But the game has changed substantially for law firms today — the evolution of the legal business model is underway and artificial intelligence (AI) is playing a big role in calling time on the billable hour.
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By Julia Mercier
Some tried and true leadership practices for firms and partners who are focused on retaining and developing top talent in the current context.
Registered Nurses In a Top Hat Plan
By Lawrence L. Bell
As the healthcare industry is emerging from the pandemic they are looking for ways to reward, retain and recruit a very important segment of its people — Registered Nurses. Employers are looking for ways to provide benefits in an economically efficient fashion that does not create an immediate and punitive tax on the participant.
Managing Outreach Is the Most Important Task for Practice Group Leaders
By Eric Dewey
No other job of a practice group leader does more to solve the many challenges of running a practice group than does a steady flow of new work from new clients.
Enabling Monetization of Non-Monetary Victories
By Russell Yankwitt and Anxhela Mile
This article proposes language to include in retainer agreements to enable the monetization of non-monetary victories and compensate attorneys for all their work on behalf of their contingency clients.
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