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Private practice attorneys truly own their careers, inside and outside their firms, when they fall into the category of “rainmaker” and when their compensation is a fraction of the business they are able to originate. Of course, there are exceptions — the partner whose practice area is essential to every transaction, the partner who takes on a large firm management role or the partner who fills another non-substantive need of the firm. But, generally speaking, if you are an attorney at a firm, big or small, you’re best suited as a rainmaker. Many attorneys, however, don’t actually know how to scale business and require guidance in order to develop and exercise that muscle. This is precisely why law firms should invest in their associates’ business development efforts from the start.
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By Kristen Dallman
In this marketplace, one thing is abundantly clear: To remain competitive, you must adapt. So how can you adapt in a way that meets the increased expectations of today’s client? Focus on client experience.
By Gina Rubel
Lessons learned from years of listening, emulating, taking risks, and learning from failures and successes alike.
By Brandon Leahy and Chloe Delehanty
While it is still unknown how the metaverse will take shape, lawyers advising brands should familiarize themselves with the opportunities it presents, the risks involved, and strategies to consider for enhancing and protecting a client’s brand.
By Mike Whelan
a tendency to trust optimizes outcomes on average — but you have to think in individual transactions. Are lawyers too distrusting to make good decisions in those instances? This article explores the concept of trust, the impact of trust on cooperation, and whether lawyers have trust issues and what that means for them and for their clients.