Resolving conflict between partners and overhauling partner remuneration
I have previously written several articles in the Edge Communiqué[1] regarding the resolution of partner conflict. In writing this article I want to start a discussion about a different aspect of partner conflict than I have previously written about, and that is the extent to which entrenched conflict between partners can impede a reconfiguration of […]
Avoiding Law Firm Armageddon: The Sequel … Two Strikes And You’re Out
Background I wrote previously, in an article at the start of 2020, about my – at the time – successful attempts at resolving a conflict that had threatened to blow apart a significant law firm in Latin America (all facts have been obscured for reasons of confidentiality, including the location of the law firm in […]
Diffusing Conflict: Taming the Insensitive Partner
In this article I am focusing on a different aspect of conflict among senior lawyers – and one that I am sure will be familiar to many. This is the case of the insensitive lawyer, or the lawyer who is somewhat lacking in emotional intelligence, and who ruffles feathers or, worse, causes more serious distress to his or her colleagues.
Results of the 2020/2021 Edge International Global Remote Working Survey Part 1: The Data
I am delighted to publish the results of the Edge International 2020/2021 Global Remote Working Survey. This is the first part of a two-part review of the results. In this part I am sharing the results. In the second part, I – together with Gerry Riskin – will be suggesting some practical conclusions that can be drawn from the results, which should inform how leaders manage remote working post-pandemic.
Resolving Conflict: Trouble at the Top and Why it’s sometimes best to part company
I have written previously (in an article in the Edge Communiqué entitled ‘Law Firm Armaggedon: How a major Law Firm nearly imploded and how the conflict was resolved’) about how the survival of law firms sometimes requires the capacity to resolve senior-level conflict. In that article I shared the story of one such conflict and how it was resolved through a long and difficult resolution process.
Global Legal Remote Working Survey
COVID-19 forced law firms almost overnight to adjust to their personnel working from home, regardless of how senior management felt about flexible working pre-pandemic. This survey explores a range of psychosocial and other factors relevant to prolonged working from home.
How to Keep a New – and Prized – Client
This short article explores a tried and tested way to increase the likelihood of a smooth-running client relationship – through a facilitated ‘Norming’ Workshop, aimed at getting the relationship going on the right footing, or at strengthening an existing relationship.
Law Firm Resilience in a Crisis: Practical Guidance for Action (A Four-Part Series)
A compilation of the four-part “Law Firm Resilience” series focusing on: Financial Resilience; Operational Resilience; Commercial and Client Resilience; and People Resilience.
Law Firm Resilience in a Crisis: Part Four – People Resilience
Periods of crisis, with sudden disruption to normal working life, create massive potential obstacles to engaging and supporting your people. This requires firms to make some rapid changes.
Avoiding Law-Firm Armageddon: How a Major Law Firm Nearly Imploded… and How the Conflict Was Resolved
Senior-level conflict can threaten the very existence of a law firm. Mediation is one tool to address such conflicts: but the process is far from straightforward.