Law Firm Partners

Marketing and business development in law firms is no longer the exclusive domain of marketing and business development executives. Many more executives are pursuing revenue in one form or another, and those dedicated to the function should welcome this development rather than feel threatened by it.

Part One of a Two-Part Article

The two major challenges now facing lawyer management in many mid-size firms are: 1) how to motivate the non-entrepreneurial attorneys to achieve and to perform; and 2) how to retain the "over-achiever" attorneys so they will remain with the firm.

How Lawyers Can Maximize Job Satisfaction

Multiple studies suggest that lawyers are among the least satisfied of all professionals. What many lawyers fail to realize, however, is that satisfaction is not as elusive as it seems. If you are among the majority of attorneys who fall somewhere below 85% on the satisfaction scale, you can do something about it.

You are a partner in a law firm and you have decided to make a lateral move. You want it to be the right move to a better platform. Where do you start and how do you maximize the likelihood of a successful outcome? The more you are prepared to answer and ask questions, the greater the likelihood this next move will be an optimal one for you and the firm you are joining.

Beyond Knowledge and Good Intentions

A 2015 Harvard Business Review article, "Mindfulness Actually Changes the Brain," concludes that "Mindfulness should no longer be considered a "nice-to-have" for executives. It's a "must-have": a way to keep our brains healthy, to support self-regulation and effective decision-making capabilities, and to protect ourselves from toxic stress."

Firms Are More Willing Than Ever to Frequently Adjust Pay to Hold on to Their High Performers

The legal profession has never been more cutthroat. As the race for revenue intensifies, firms are putting more pressure on their partners to perform in a number of criteria. If they don't, it will be reflected in their compensation, title and possibly their place in the firm.

You are a partner in a law firm and you have decided to make a lateral move. You want it to be the right move to a better platform. Where do you start and how do you maximize the likelihood of a successful outcome?

Just weeks before Stewart Dolin committed suicide in 2010, he told his therapist he still felt anxious about his position at Reed Smith, the global firm he had joined as a result of its 2007 merger with his former home, 140-lawyer Chicago firm Sachnoff & Weaver.