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The world was thrown for a loop in 2020 and law firms were no exception. In many respects, 2021 has law firm leaders and in-house counsel still feeling uncertain. The global COVID-19 pandemic forced lawyers — individuals whose relationships formerly depended upon firm handshakes and looking their clients directly in the eye — to build client trust through a tiny camera lens. Law firms, traditionally slower to adopt technological advancements than their counterparts in other professional services industries, quickly rose to the challenge. Digital signatures, videoconferencing, and remote court appearances allowed the business of law to continue in what is now considered the new normal.
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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.
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.