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Law firm leadership is at a proverbial fork in the road. The people running law firms can continue to do business as usual, or they can lead their firms toward a model of business that reflects the new and still evolving client expectations and market demands. (Much has been written about the challenges of relying on lateral acquisitions for growth, but that is a game that will always be played, so I will stick to a review of broader leadership and operations issues.)
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How to Create a Culture In a Law Firm That Supports ‘The Hustle’
By Randi Rosenblatt
Whether they practice at global firms consisting of thousands of lawyers or decide to hang a shingle and put their name on the door, lawyers chose a path requiring continuous, never-ending hustle. Not only do they need to master the practice of law, they need to master the art of driving revenue.
Professional Development: How to Be An Ally In the Legal Profession
By Sharon Meit Abrahams
Last year law firms sent out announcements about their commitment to Diversity, Equity, and Inclusion (DEI) efforts in response to racial tensions. One of the initiatives firms stated they implemented is a formal allyship program. However, allyship in not a program or a mindset. It is a verb.
5 Critical Steps Down the Business Development Road
By Aaron Y. Strauss
There is no question that a successful career in professional services requires an ability to generate new business. While acquiring the skills necessary to develop business is certainly a life-long journey, here are five critical elements to consider from the outset.
Gender Equity Is Part of DRI’s DNA
By Emily G. Coughlin
DRI is leading the way for women to take hold of leadership positions, setting the standard for other industry organizations to follow suit.
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