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By now, it is well known that this year has been defined, at least in part, by the furious pace at which lawyers have been working. At what point do high billable hours mean diminishing returns for both the lawyer and the firm?
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By Mark Beese
The problem with giving feedback is that it often comes across as criticism. Human beings tend to react defensively, resulting in a denial of the feedback or worse, entrenchment in the behavior or attitude that may be derailing them in the first place. How can we give feedback in a way that minimizes defensiveness?
By Alex Geisler
Why do some people sail through the entire budgeting, billing and collection process, while for others collection always means trepidation?
By Alaa Pasha
This is a time of innovation, and one way law firms can prepare for a future we can’t yet see is through leveraging two key levers: the need for empathy and iteration.
By Jennifer Johnson and Haley Revel
Firm leadership must think about their talent (and that means all their talent) differently than they do today: as a core business asset whose managed value can make or break the firm’s success.