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 […]
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.
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.
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.
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.
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.
A compilation of the four-part “Law Firm Resilience” series focusing on: Financial Resilience; Operational Resilience; Commercial and Client Resilience; and 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.
While executive coaching has become popular in many law firms and corporate law departments, one of the reasons often given by senior management and HR for not taking advantage of this approach – or using it only to a limited extent – is the difficulty of measuring return on investment (ROI). In reality, there is […]