If 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.
This 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.
If 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.
The average law firm delivered a profit bonanza through most of 2025. But the good times could begin to wane in 2026, say industry analysts in a new report, with warning lights in the form of monumental expense growth, unsteady realization and poor economic fundamentals.
What makes a law firm a best-in-class financial performer — and how to make my own practice more successful and enjoyable? This article provides simple principles any small to midsize law firm can use to improve performance.
Big Law firms have stepped into a whole different world of partner compensation in the last year, by stretching their spreads, increasing bonus pools, moving to “black box” systems, adding nonequity tiers, and implementing “super” points, among other changes.
Simply put, the old levers of profitability — billable hours and rate increases — are no longer sufficient. Firms that fail to proactively address inefficiencies risk losing market share to more agile competitors. To remain competitive, law firms must rethink traditional business models and optimize operations at every level.
With law firms continuing to face heightened market and industry pressures, business development is essential for both law firm growth and individual lawyer success. However, coaching lawyers to become effective rainmakers presents unique challenges.
With a growing number of firms moving to a two-tier partnership structure, the question becomes what comes next for the dwindling number of major firms that don't have a nonequity tier. At what point do tradition and culture yield to change and progression?
The LJN Quarterly Update highlights some of the articles from the nine LJN Newsletters titles over the quarter. Articles include in-depth analysis and insights from lawyers and other practice area experts.
