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Gone are the days of "basic security." What used to be optional is now standard: two factor authentication, complex passwords, clean desk policies, data encryption at rest and in transit, mobile device management and up-to-the-minute patching. Clients expect these items to already be in place and are further expanding their expectations.
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That term refers to the months of October through December. It's a way of pointing out to partners that the necessary activities of practice management that so many of them had avoided for the first nine or 10 months of the year now had to be addressed. Clients that had not been billed now had to be invoiced. Outstanding invoices, many issued in the cold days of early March and April, now had to be collected and current work would not only have to be billed but collected as well.
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Firms are struggling to capture compelling business intelligence about themselves. Until recently, most operated with a cadre of legacy operating systems, financial platforms and reporting technologies from different manufacturers that have no mechanism for connecting with each other. The disparate nature of these technologies has exacerbated the struggle to leverage data and display results in a reporting mechanism that helps direct the firm's decision-making.
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It is easy to understand why many lawyers feel that only certain special individuals are blessed with the qualities necessary to be rainmakers. But almost anyone willing to develop the qualities necessary can become a rainmaker.
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When a law firm does not subscribe to a traditional corporate structure At most companies, the leadership structure is typically clear and hierarchical. But what does leadership look like at a law firm when a traditional corporate structure doesn't apply?
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Traditional media continue to evolve and constrict in a marketplace consumed by non-traditional influencers, including bloggers, social media stars, bots. Accordingly, the art of media relations is more important than ever to make sure PR professionals are doing all we can to influence the dwindling number of legitimate journalists while managing and enhancing the public reputations of our law firm clients.
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Why EQ Leads to Even Better Business Results It is not uncommon for law firms to face negative business outcomes caused by the behavior of a star rainmaker who is unaware of the impact that they have on others. And that's what emotional intelligence (EQ) is about and why it's so important to lead to better business results. What can law firms do to help their star partners increase their emotional intelligence to avoid potentially disastrous business outcomes for themselves and their firms?
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Law firms of all sizes struggle to define a marketing and business development pathway that strikes the right balance to deliver measurable value at a manageable cost. A well-defined, quantifiable approach (proactive, not reactive) is necessary to execute a law firm's strategy.
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Pro bono work on an individual level is often not publicized, but the work you do in the community as a firm should be. Here's how to ensure both you and the charities, nonprofits, etc. you're supporting gain the maximum amount of exposure and awareness for their causes.
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There is a huge bonus to doing free things for clients at their place of business: You can bring as many lawyers from your firm with you as you like.