Administrative services should be one of the easiest areas for a law firm to get right and one of the most impactful when they do. But that is not what we see in the market today.
May 31, 2026Rob Mattern
Neurodivergence Could Be the Legal Industry’s Greatest Untapped Asset and It’s Hiding In Plain Sight
The legal profession prides itself on precision, rigor, and the relentless pursuit of the right answer. And yet, for decades, it has been structured in ways that quietly sideline some of the most precisely wired, rigorously focused, and creatively determined minds available. People who are neurodivergent.
May 31, 2026Doreen KaminskyThe life of lawyers can be stressful. Vacation is a much-needed time to decompress and recharge. But attorneys also need to bring new business into the firm.
May 31, 2026Bryce SandersMost law firms evaluate, promote and compensate associates in a way that does not optimally foster professional growth, align pay with competence, or ensure that increasing hourly rates track value to clients.
May 31, 2026Richard ShoreIf you want sustainable revenue growth, you cannot treat rainmaking as a personality trait. You must treat it as a professional discipline — one that is intentionally developed through structured partner development based on a proven framework.
April 30, 2026Yuliya LaRoeThe category of work clients are unwilling to pay for is expanding. What billing guidelines started, AI expectations will accelerate. Firms that haven’t addressed the coordination layer won’t just absorb the current cost, they’ll absorb a growing one.
April 30, 2026Sam DavidoffThe growth firms are enjoying right now has expanded the cost base — talent, technology, real estate — faster than the operating model has adapted to support it. That gap is not closed by another lease, another mandate, another lateral, or another tool. It is closed by deliberately rebuilding the operating system for the firm that actually exists, rather than the one that existed in 2019.
April 30, 2026Patricia NagyThis two-part series explores how law firms can build a smarter, more strategic client organization. Part One focuses on defining clients through two complementary lenses: Target Client Profiles and Client Segmentation.
April 30, 2026Maggie MillerFor anyone in legal operations, the gap between the value of a service and the sustainability of its commercial model should be immediately recognizable. No one disputes the importance of legal expertise. What is under challenge is a billing structure that prices those services by the hour of human effort required to deliver them.
April 30, 2026Ken CallanderA sampling of daily headlines is apparently driven by law firms eager to attract lateral partners, to recruit young lawyers, and to please current partners. One wag also recently described this public bragging as a “sedative” to quiet troublesome partners. Does the profession want or even need this kind of publicity? The answer should be no.
April 30, 2026Michael L. Cook
