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When the term "attorney training" comes up, many immediately think of teaching young lawyers fresh from law school. Frank Sheppard the managing partner at, Rumberger Kirk emphasizes, "Training needs to begin when they are young lawyers, and that learning never has an end date." The training and professional development of attorneys at every level is a cornerstone of law firm success, spanning from their first day to retirement.
State law bar associations mandate Continuing Legal Education (CLE) for attorneys to ensure that legal professionals remain informed of the evolving laws and to maintain a high standard of professional competence. CLE requirements aim to hone specific skills not typically covered in law school. Unfortunately, "how to be successful" is not taught in law school nor approved as a CLE topic.
Each stage of an attorney's career offers opportunities for a curriculum that addresses both the individual's and the firm's need to drive success. Here are insights into effective training at various levels.
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End of year collections are crucial for law firms because they allow them to maximize their revenue for the year, impacting profitability, partner distributions and bonus calculations by ensuring outstanding invoices are paid before the year closes, which is especially important for meeting financial targets and managing cash flow throughout the firm.
Law firms and companies in the professional services space must recognize that clients are conducting extensive online research before making contact. Prospective buyers are no longer waiting for meetings with partners or business development professionals to understand the firm's offerings. Instead, they are seeking out information on their own, and they want to do it quickly and efficiently.
Through a balanced approach that combines incentives with accountability, firms can navigate the complexities of returning to the office while maintaining productivity and morale.
The paradigm of legal administrative support within law firms has undergone a remarkable transformation over the last decade. But this begs the question: are the changes to administrative support successful, and do law firms feel they are sufficiently prepared to meet future business needs?
Counsel should include in its analysis of a case the taxability of the anticipated and sought after damages as the tax effect could be substantial.