Call 855-808-4530 or email [email protected] to receive your discount on a new subscription.
We all know the importance of servicing clients through multiple practices at your firm. So many good reasons: diversifying in case one practice is hit by a downturn, succession planning in case a relationship partner becomes unavailable, knowing different aspects of your clients’ business so that you can provide your legal guidance in the context of your clients’ broader business objectives. The main reason not to introduce your clients to one another: if you are keeping them close to the vest so that they are portable if you are going to leave. A second reason not to introduce your partners may be that you do not trust your partners to service your clients with the same degree of care you provide, and you fear they will harm your relationship either through lack of client service or poor legal guidance. But, since you are partners, let’s assume this is not the case and that you are not hoping to leave for another firm and take your clients with you.
*May exclude premium content
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.
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.
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.
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.