Starting in late 2021, the drumbeat of "return-to-the-office" began and now — somewhere in the neighborhood of two years later of that — it begs the question: how are firms doing with their return-to-office? What programs — if any — have been successful?
We are seeing is a variety of successful measures that are designed to help attorneys get what they want: a best-of-both worlds scenario where they keep some work-from-home and fold-in an opportunity to intentionally connect and collaborate with colleagues in the office.
Recognizing that this is a time of innovation, 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.
The role of emotional intelligence, also known as EQ, Emotional Quotient, is critical to the success of lawyers who are leaders in their firms. EQ can be defined as skills people use to manage their own emotions wisely, to maximize their chances of influencing others constructively, and achieve their goals. Having high emotional intelligence helps professionals build stronger relationships, reduce stress, defuse conflict, and improve job satisfaction.
It is no surprise that in this environment many lawyers are prioritizing qualitative factors, such as work-life balance and feeling appreciated and recognized at work, rather than compensation alone when choosing where to work. Why is it no surprise? Because many of their employers began valuing quality over quantity with their ALSPs years ago. And this shift might do even more for your organization.
A recent LMA Well-Being Wednesday program provided a range of big ideas and small tips for legal marketers and law firms on implementing a well-being program.
After two years of cancelled, postponed or virtualized versions, in-person retreats are finally back. It's time to refresh ourselves on why and how to run a safe and healthy in-person retreat.
Many firms have made a valiant attempt to maintain firm culture in the brave new world in which we find ourselves. Culture is not something that is pre-destined or accidental. Rather, it is something that exists and evolves in organizations where particular skill sets are present and cultivated.
By keeping these communication tips in mind, firm leaders can ensure that their most important stakeholders understand the significance of their expansion and why it is a win-win for the firm, its people and its clients.
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?
