Remote Working

By Jonathan Middleburgh

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.

By Jonathan Middleburgh

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 Chris Bull

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.

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 Gerry Riskin

Managing Partners: Capitalize on your firm’s opportunity to enhance your outreach program to clients

By Gerry Riskin

Topics from actual counseling sessions with managing partners that will help you prioritize the the key elements of Remote Working

By David Cruickshank

Effective meeting organizers will get ahead of tech-challenged users, set timed agendas, start on time and follow proven protocols for efficient meetings with remote work forces.