Why Taking a Broad Approach Drives Optimal Performance
By Leon Sacks | Feb 24, 2020
To maximize the “range” of a law firm, diversity – in the broadest sense of the word – must be a key driver in the way the organization is managed.
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By Leon Sacks | Feb 24, 2020
To maximize the “range” of a law firm, diversity – in the broadest sense of the word – must be a key driver in the way the organization is managed.
By Sean Larkan | Feb 24, 2020
This simple, flexible governance framework avoids the need for complex management structures and addresses the needs of a large majority of firms.
By Nick Jarrett-Kerr | Feb 8, 2020
(Thank you to those who participated in this confidential survey into effective partner reviews, rewarding outlier performance and other important topics.)
By Gerry Riskin | Feb 2, 2020
Here is a checklist of recommended actions for your firm to take right now to avoid or manage a ransomware attack.
By Sam Coupland | Feb 1, 2020
Few firms set out what they see as acceptable (or high) performance levels, much less holding their people accountable to reach these levels.
By Yarman J Vachha | Feb 1, 2020
The time spent by lawyers inefficiently muddling through operational functions detracts from their fee-earning work, which adds much more to the bottom line.
By Gerry Riskin | Jan 30, 2020
Obviously, giving zero percent attention to the family is neither healthy nor sustainable, but I suspect it happens more often than we’d like to believe.
By Jonathan Middleburgh | Jan 1, 2020
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.
By Bithika Anand | Dec 31, 2019
Visionaries and those at the pinnacle of their professional journeys do not automatically become thought leaders: many other dimensions are involved.
By David Cruickshank | Dec 26, 2019
Which leadership style is more effective: consensus or command? It depends on the circumstances and the individuals involved.