Features
Douglas B. Richardson
To manage today's younger-generations lawyers effectively, law firm and law department managers must relate to them as individuals, validate their self-interest, and communicate with them candidly and realistically.
Features
Sharon Meit Abrahams
This article provides pointers as to how to hire the best consultant for your firm's job and how to ensure the work product you desire.
Features
Jonathan S. Kuo
When two law firms undertake merger discussions, they eventually exchange financial information. Here, we have compiled a short list of do's and don'ts to combat avoidable problems related to merger financials.
Allan Colman, Managing Director, the Closers Group: www.closersgroup.com
WHAT DID NOT WORK III. This is the third in a series of comments on why in-house counsel rejected law firm business development efforts. In a recent discussion with a group of outside attorneys, they pointed to the following: 1. Make sure your team members talk to the client, not to themselves. Prospective clients want to see how you work together in responding to their questions and deal with strategic issues. Don't be talking "under your breath"'
Features
Elizabeth Anne 'Betiayn' Tursi
While this year's rankings were not heavily weighted on advertising and visual communications, I would be remiss if I didn't highlight two firms that did use visual communications to effect image and change. Herein, Thompson & Knight LLP, and K&L Gates.
Features
Ed Poll
The harms that can result from computer security breaches are largely uncovered by the types of insurance policies most law firms maintain, and that makes those firms subject to unnecessary risk for theft of client data. Combined with the inadequate security most law firms provide for client data anyway, the resulting exposure risk may well violate legal professional ethics.
Features
Joel Ginsberg
Virtual data rooms ('VDRs') offer legal and financial professionals an array of advantages. Overall, VDRs make it possible for lawyers and other deal advisers to focus more on the substantive work to be done and less on procedural aspects of deal management.
Allan Colman, Managing Director, the Closers Group: [email protected]
WHAT DID NOT WORK II. This is the second in a series of comments on why in-house counsel rejected law firm business development efforts. Attorneys marketing must consider a wider range of sales considerations than typically brought to the table. Following are more examples of what I have heard counsel discuss law firm marketing presentations: 1. Make sure everyone on your team sits facing the inside counsel. Don't insult them by looking out the window or keeping…
Allan Colman, Managing Director, the Closers Group: [email protected]
WHAT DID NOT WORK II. This is the second in a series of comments on why in-house counsel rejected law firm business development efforts. Attorneys marketing must consider a wider range of sales considerations than typically brought to the table. Following are more examples of what I have heard counsel discuss law firm marketing presentations: 1. Make sure everyone on your team sits facing the inside counsel. Don't insult them by looking out the window or keeping…
Features
Lisa Horowitz
This article explores what keeps lawyers committed to the practice of law, what law firms can do to keep attorneys passionate about the law, and what lawyers can do to retain the passion.
