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As a firm leader it is your fiscal responsibility to address underperforming attorneys. With COVID-19 are your underperformers flying under the radar? The cost to a firm is not only to the bottom line, but to your reputation as a leader.
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Current circumstances present an opportunity for tenants to use new strategies to renegotiate or even terminate leases. This article looks at conventional legal strategies that may provide grounds for lease termination before turning to consider another, third, approach.
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As millions of Americans turned to television and movies for diversion and comfort amid the coronavirus pandemic and resulting business shutdowns, the companies that create that content were left scratching their heads about how to resume business safely when they are allowed. Davis Wright Tremaine launched a new group in hopes of providing the answers.
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While we may use analytics differently in our respective companies, one thing is certain: Legal analytics is the future and it's time to jump on board.
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Law Firms Are Following the Lead of Their Corporate Clients In Implementing Legal Operations Methodologies By understanding legal operations approach, law firms can gain a better appreciation of client needs, share the client's vision and contribute to client satisfaction, while creating a competitive advantage for the firm.
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Law Firms Are Following the Lead of Their Corporate Clients In Implementing Legal Operations Methodologies Legal operations as a discipline within corporate legal departments is receiving more attention, funding and staffing over the last few years.
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Market forces — such as workplace design, demographics and urbanization, capital flow and technology — are driving the growth of flexible space.
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Six Pillars of a Successful Bus-Dev Program For firms wanting to thrive through the next economic downturn and beyond, mastery of business development fundamentals is as essential as mastering legal skills. Yet training and coaching — whether done internally or through outside consultants — requires an investment in time and resources.
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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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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.
