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There are a number of tried and true practices in law firms that need more thinking. Not because law firm managers are stupid; it’s just that some practices need to be periodically re-evaluated and adjusted to reflect the changing times.
I remember those words that my grandfather said to me (on the first of many occasions) when I was learning to ride a bike. I had tried to make a 90-degree turn and promptly fell, chipping my front tooth on the driveway. There was a great deal of crying and a little blood and I carried the memento of that blunder until my adult teeth grew in.
By Nathan Curtis
The Data Explosion vs. Recovery Model Stagnation
Firms are struggling with a legacy practice of writing off litigation support/e-discovery and related costs but have been challenged to identify and implement recovery models or managed services models that are both acceptable to the firm and to their clients. On top of all of this, many firms simply fail to dispose of the data at the matter closing and costs continue to accumulate year over year. Mattern has launched the first ever e-Discovery and Litigation Support Cost Recovery Survey to gather that needed data to help drive firms’ better business decisions.
By Silvia Coulter
There are a few things about being an effective leader that books and professors don’t seem to directly address. Here are some tips to help partners who lead operational teams, offices, practices, departments, or the firm itself, to implement for leadership impact.
By Marla Grant and Yuliya LaRoe
Why EQ Leads to Even Better Business Results
It is not uncommon for law firms to face negative business outcomes caused by the behavior of a star rainmaker who is unaware of the impact that they have on others. And that’s what emotional intelligence (EQ) is about and why it’s so important to lead to better business results. What can law firms do to help their star partners increase their emotional intelligence to avoid potentially disastrous business outcomes for themselves and their firms?
By Dylan Jackson
While the last decade has brought a revolution of global law firms employing thousands of attorneys and an army of professional staff — pricing executives, marketers and legal operation specialists, among many others — many professional law firm staff tell stories of a two-tiered system that minimizes their role and contributions. Observers said the caste system is a long-standing cultural mindset that stems from an age when firms were smaller and more informal, without hundreds of employees.