By David Cruickshank
The talent market for associates is red-hot. We’re seeing record departures and stories of signing bonuses for second-year associates and clerks. Instead of gearing up your recruiting to fill departures, you may want to examine the ways that associates will make your firm a “Stay Firm”, not a “Go Firm”.
By Bithika Anand
World over, one-to-one coaching is a highly effective method used for achieving better performance. While coaching has been an extremely popular concept across the globe, in India coaching for lawyers has started to gain importance over the last few years. Keeping in mind this recent growth of coaching for lawyers in India, this article aims to discuss how coaching for lawyers can be a catalyst to their growth and evolution through the stages of career transition while also promoting workplace confidence, wellness, resilience, and mental strength.
By Bithika Anand
Training, development and skill-building are concepts that have largely been under-rated in law firms. The debate often is – whether they are a cost or an investment? The dilemma also stems from the uncertainty concerning the return on investment and how to scientifically measure the value addition from training and development activities. This article aims to discuss the benefits associated with skill-building and how can law firms foster a culture of knowledge-sharing, mentoring and growth.
By David Cruickshank
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 Sean Larkan
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 Edge International
A compilation of the four-part “Law Firm Resilience” series focusing on: Financial Resilience; Operational Resilience; Commercial and Client Resilience; and People Resilience.
By Nick Jarrett-Kerr
By implementing three tools, we can gain (or regain) close and more trusting relationships with both colleagues and clients – despite remote working.
By Edge International
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.
By Gerry Riskin
Managing Partners: Capitalize on your firm’s opportunity to enhance your outreach program to clients
By Sam Coupland
Few firms set out what they see as acceptable (or high) performance levels, much less holding their people accountable to reach these levels.
