Ethics Issues Arising Between the Law Firm and Its Client
August 30, 2007
Jim Roethe, former General Counsel at Bank of America and litigation partner with Pillsbury Winthrop Shaw Pitman LLP, and I recently taped a Recorder Roundtable CLE program titled 'Professional Relationship and Ethics.' We discussed some ethical issues that may arise between the client and the law firm in billing, staffing, litigation discovery, lawyers' financial interests, and backdating documents. Here is a brief summary of our discussion.
Lessons Learned from Jury Duty
August 30, 2007
When my jury summons arrived in the mailbox, I decided that performing my civic duty could function as professional development for <i>this</i> legal-specific software trainer. The three previous times that I had served (one other time as foreperson), I viewed the experience with different eyes. After eight weeks of active, civil case jury duty, the time spent and lessons learned compel me to reflect on the experience and offer personal insight as it relates to law firm ethics and how a firm may benefit.
Orientation Revisited and Reinvented
August 30, 2007
Many firms have instituted elaborate machinery for their recruiting (entry-level and lateral) and orientation, but there is a long way to go toward stellar results regarding orienting, integrating, and retaining those hard-won recruits. Some of the difficulties are generational; others can be traced to the traditions of partnership culture, which often lacks openness about management and how the firm handles the business of law.
HELP! Communicating During a Crisis
August 30, 2007
With corporate scandals, terrorism and economic chaos appearing regularly in the headlines of major newspapers and on broadcast news, now more than ever it seems that American business is in need of good crisis communications. No company is immune to crisis — so no company should be without some kind of plan to communicate in the midst of that crisis. Organizations that have good plans in place will weather crises far better than those that don't — or those that believe that not communicating will insulate them in some way from the effects of the crisis.
Keane v. Keane
August 29, 2007
The author has spent some considerable time reading and re-reading the Court of Appeals' decision in <i>Keane v. Keane</i>, 3 NY3d 115 (2006), but cannot quite get it. He realizes fully that the court's word on this is the final one ' 'for now.'
Business Development Will Dominate Marketing
August 29, 2007
In the real business world, marketing and business development functions co-exist ' albeit uncomfortably at times ' in a more or less equitable partnership that sees them working toward common objectives but living on separate islands. In the somewhat more surreal world of BigLaw business, the functions tend to live together but, all too often work at cross-purposes. And therein lies a budding tale. Who is best suited to lead the firm, at least until the next, next thing comes along? The answer seems clear. There's a new sheriff in town. Its name is business development.
Inequitable Conduct Decision Catches Many Off Guard
July 31, 2007
The recent Federal Circuit decision <i>McKesson Info. Solutions, Inc. v. Bridge Med., Inc.</i>, No. 2006-1517 (Fed. Cir. May 18, 2007) has many patent prosecutors scrambling to file information disclosures after the court found inequitable conduct based on the all-too-common oversight of not cross-citing prior art from similar, co-pending applications and the even more common oversight of not cross-citing allowances and rejections from such applications.
Affinity Groups: Tools for Retention
July 31, 2007
Affinity groups are groups that are sponsored and supported by an organization and consist of people with a common set of characteristics. Common affinity groups in larger law firms include ones involving women attorneys; attorneys of color; reduced- schedule attorneys; and people who are gay, lesbian, bisexual, or transgender ('GLBT'). Affinity groups are effective tools that organizations have used successfully to improve retention and promotion, and to enhance recruiting efforts. Affinity groups that 'support the attorneys and provide outlets and channels of communication with senior management' are also considered diversity best practices (The Association of the Bar of the City of New York, Statement of Diversity Principles, Diversity Practices).
Corner Office: What Every Lawyer Should Know About the Economics of a Law Practice
July 31, 2007
Why do so many lawyers know so little about the economics of practicing their profession? Not surprisingly, it's because their law school education did not address any of the business aspects of practicing law. So most young lawyers join law firms with little understanding of how they operate and without a clue as to what it takes to make a law practice successful and profitable. Many lawyers, especially those who join large firms, manage never to master these concepts ' and in many cases work hard at avoiding them.
Highlights of Recently Enacted Tax Laws for Law Firms, Clients, Lawyers, and Staff
July 31, 2007
This article addresses two significant changes made by the Small Business and Work Opportunity Tax Act of 2007 ('Small Business Act') ' the new preparer penalty provisions (up to 50% of the fee for preparing the tax return), which have broad implications for attorneys who offer tax advice to their clients and the revised kiddie tax provisions, which now reach a substantially larger group of children. This article also details pertinent changes made by the Tax Relief and Health Care Act of 2006 ('TRHCA'), which extend the time for several tax cuts that had expired at the end of 2005, make certain tax breaks more beneficial, and provide greater flexibility regarding health savings accounts. Noteworthy new TRHCA provisions are highlighted that can benefit law firms and their clients, as well as individual attorneys and staff members and their families.
