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Features
A Manhattan appellate court refused to relinquish jurisdiction over a custody case in which a mother fled with her 5-year-old son to Italy because she thought she was not getting a fair hearing in a New York Family Court. In an unusual ruling in late December 2007, the Appellate Division, First Department, reversed the conclusion of Manhattan Family Court that the case belonged in the Italian courts.
Features
Family lawyers with cases involving application of Section 105(c) of the UCCJEA need to marshal Internet and other resources to determine whether the child custody law of a foreign jurisdiction violates a child's fundamental right to safety and protection. Although Section 105(c) does not provide a broad exception to the otherwise stringent standards of the UCCJEA, in cases where a child's welfare is threatened by deferral of jurisdiction to a foreign tribunal or enforcement of a foreign order, a trial court can invoke Section 105(c) to circumvent application of the UCCJEA's rigorous jurisdictional and enforcement provisions.
Features
A Review of "The Little Black Book on Law Firm Marketing and Business Development.
Features
Today, marketing and business development professionals need to understand law firm finance and economics. Likewise, law firm chief financial officers need a better understanding and appreciation of marketing strategies. The success of your firm will depend on how well these two disciplines work together.
Features
It's not a secret that a strong summer associate program is essential to attracting and retaining talent. This article provides an overview of some easy steps for creating an effective program.
Features
Few firms evaluate the long-term growth of competitive intelligence (CI) in firm business development, and even fewer have sought to build systematically on current efforts to create an intelligence function that can predict opportunities. This article seeks to illustrate how a law firm can build a robust intelligence function ' gathering both competitive and business intelligence ' that will provide the greatest strategic benefit over the short and long terms.
For today's young lawyers, that notion belongs to a different era, one that seems as far away as the New Deal and Tammany Hall. But it really wasn't all that long ago that this concept was the anchor of law firm life, a covenant that provided stability and security for the firm's members.
In the field of law, the resistance to networking might appear more prevalent than in other fields. Part of this resistance results from ethical constraints, but there is much to be said of networking's reputation as the unsophisticated tactic of the needy.
Creating a 'four-color glossy' resume with an accompanying picture of yourself smiling ear to ear is going to leave a lasting impression, but not in the way you might hope. You may be thinking; 'I would never do that!' But you would be amazed at how many of your contemporaries have acted on that temptation.
The question has been asked what my motivation was in writing the most recent Op Ed about the state of law firm marketing. Simply stated, it was written to deliver a wake-up call ' so that law firm marketing does not devolve into a back room staff function but assumes it rightful role at the management table."
