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Features
Why is it that those who are best skilled at advocating for others are ill-equipped at advocating for their own skills and what to do about it?
Features
What is the right strategic approach for a legal department to optimize its return on investment for the resources it deploys to render legal services?
Features
NJ Senate Bill 3246 established the "business alternative income tax" (BAIT), an elective business tax regime for pass-through entities. Law firms are left wondering if electing to pay the BAIT is the right choice. This article summarizes how the NJ BAIT works, as well as its pros and cons.
Features
Determining what to say to whom, and when to say it, was anything but obvious to law firm leaders and marketing departments at the start of the pandemic. But nine months in, some clear strategies have emerged for successfully navigating external communications when the future is uncertain and the stakes are high.
Features
Cisions recent State of the Media Report included some useful insight and guidance for PR professionals when dealing with the media, including ways to build positive relationships with journalists and best practices for pitching.
Features
Why is it that those who are best skilled at advocating for others are ill-equipped at advocating for their own skills and what to do about it?
Features
Budget season is in full swing at firms whose fiscal year matches the calendar year, and leaders are exercising a newfound scrutiny over every component of next year's spending as they prepare for an uncertain 2021.
Features
Firms have taken a hit due to COVID-19 and some will use this review cycle to pinpoint underperformers and reduce compensation. This is why it's even more important for you to make a case for yourself.
Features
During the COVID-19 pandemic, law firms have learned that a large number of "essential" services and Standard Operating Procedure rules and assumptions about how an office works are 1950's myths that need to be identified, examined and re-engineered or discarded.
Features
During times of uncertainty lawyers can hunker down and wait it out, hoping that an opportunity to reengage with clients will present itself. Or they can lean into their discomfort and suspend their self-interest, meeting clients where they are even when there may be no immediate billable work or new business to be had. The latter approach creates a meaningful opportunity for lawyers to deepen relationships and set themselves apart from the pack.