What specifically managing partners and members of management committees should do to coalesce their partners, associates and staff into a well-managed and informed organization, with all of the professional and administrative personnel working together to achieve the firm's immediate and long-term objectives.
Despite posting profits in 2009, some firms still grapple with how to engender more rainmakers from their attorney pool to spread the business generation responsibility more evenly.
Nick Gaffney, a partner at Infinite Public Relations in San Francisco, recently had an exclusive interview with Mr. Kim Eisler, author of "Masters of the Game: Inside the World's Most Powerful Law Firm."
Criteria for selection in this highly coveted listing.
Accept the fact that those clients who value your service regardless of higher fees will remain with you, while those clients who do not want to pay a higher fee will seek other counsel.
Under what circumstances do employees who use a workplace computer to communicate with their attorneys waive the attorney-client privilege that would normally attach to such a communication? A recent ruling from New Jersey addressed this question.
FIRST IMPRESSIONS AND BUSINESS DEVELOPMENT - Following a recent engagement as a marketing keynote speaker for the Beverly Hills Bar Association, an attendee asked me a question about the importance of first impressions in making law sales. For anyone engaged in legal sales or who provides business development presentations, it's hard t deny that the role fo first impressions is the foundation for an excellent question. One of the best answers can be based on Malcolm…
The conventional wisdom is that it costs more to get a new client than to keep an old one. And for once, the conventional wisdom is correct. Yet, many professionals too readily take clients for granted. Or don't look for opportunities to increase revenues from perfectly satisfied clients.
The conventional wisdom is that it costs more to get a new client than to keep an old one. And for once, the conventional wisdom is correct. Yet, many professionals too readily take clients for granted. Or don't look for opportunities to increase revenues from perfectly satisfied clients.
The conventional wisdom is that it costs more to get a new client than to keep an old one. And for once, the conventional wisdom is correct. Yet, many professionals too readily take clients for granted. Or don't look for opportunities to increase revenues from perfectly satisfied clients.
