Read our most recent posts below by date, or use the left Menu to narrow your search by topic.
By Mike White | Jan 19, 2021
Well thankfully, it’s a new year! As you do all that you can to reach “escape velocity” and set the table for great things in Q3 and Q4, I caution my clients to make a psychological commitment to put things in motion now to create a rich set of opportunities later in the year.
By Gerry Riskin | Jan 13, 2021
Some new partners will deceive themselves into dismissing the importance of collateral skills on the grounds that the only issue for a good lawyer is technical expertise.I contend that such expertise is necessary but not sufficient. Those who ignore skills do so at their peril—and risk joining the under-appreciated, who mutter how unfair clients can be.
By Edge International | Dec 3, 2020
Edge’s Nick Jarrett-Kerr will be among the presenters discussing how firms are adapting compensation and resource allocation strategies to meet a rapidly changing legal landscape.
By Jonathan Middleburgh | Dec 1, 2020
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.
By David Cruickshank | Nov 18, 2020
In BigLaw firms, or in any firm with multiple associates, an assignment of work by a partner or senior associate, is a signifier of many things. To the management committee, it signifies leverage.
By Leon Sacks | Oct 28, 2020
Firms can easily lose the focus on integration, an intangible asset, while they are busy dealing with the tangible issues of day to day operations, developing business, serving clients and controlling finances. It is better to manage integration than recover from disintegration.
By Sean Larkan | Oct 13, 2020
Too often, partners with specialties do not train successors in that area of work, do not introduce their clients to team lawyers in an organised, structured way and when they retire the ‘cupboard is often bare’ i.e. no real succession has been provided for in regard to skills transfer, personnel or key clients. Legal staff are left in a melting pot of uncertainty as to workflow, quality of work, coaching, feedback and whether an interest will be taken in them or their work and progression in the firm. This results in lowered self-esteem, potential is not realised and lower productivity and sometimes departure results.
By Sean Larkan | Oct 5, 2020
The benefits of Partner teams within Law Firms, World-wide.
By Edge International | Sep 27, 2020
Online from the UK Tuesday, 10 November 2020 16:00 PM – 18:00 PM UK time Details and Registration […]
By Nick Jarrett-Kerr | Sep 23, 2020
The last twenty years or so have seen considerable debate about the most suitable method of compensating and rewarding professional service firm partners and members.
