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From Partnership to Prosperity
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.
January 27-28, 2021: Nick Jarrett-Kerr, Ark Group’s Law Firm Compensation Strategy: A Virtual Think-Tank
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.
Global Legal Remote Working Survey
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.
Talent Development: Beyond the Assignment
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.
INTEGRATION OR DISINTEGRATION, THAT IS THE QUESTION
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.
Partner Teams – the benefits, the challenges and why some partners don’t like them! (PART TWO)
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.
November 10, 2020: Chris Bull, Chair – The Legal Coo Network
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 […]
Navigating the Compensation Maze
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.
THE LAW FIRM TECHNOLOGY LANDSCAPE POST-COVID: PART THREE
By Chris Bull | Sep 3, 2020
The third and final part in our series on the permanently changed priorities and potential of law firm technology post-COVID takes a look at how the crisis has accelerated the impact of tech on how we work in almost every area of law firm operations, starting with how we collaborate and communicate.