While much time is dedicated to recruiting and retaining associates, developing business and streamlining operations, is there an on-going effort to assure that partners are aligned, collaborative, productive and motivated? Does management have a pulse on the partnership and an awareness of issues that need to be addressed?
Background I wrote previously, in an article at the start of 2020, about my – at the time – successful attempts at resolving a conflict that had threatened to blow apart a significant law firm in Latin America (all facts have been obscured for reasons of confidentiality, including the location of the law firm in […]
How can law firms pick the right spots? How can they transform their business model and service delivery in intelligent ways without getting out over their skis?
In this article I am focusing on a different aspect of conflict among senior lawyers – and one that I am sure will be familiar to many. This is the case of the insensitive lawyer, or the lawyer who is somewhat lacking in emotional intelligence, and who ruffles feathers or, worse, causes more serious distress to his or her colleagues.
Partner integration signifies that partners are working, both individually and as a group, in a manner that optimizes firm performance and is in consonance with their expectations.
I have written previously (in an article in the Edge Communiqué entitled ‘Law Firm Armaggedon: How a major Law Firm nearly imploded and how the conflict was resolved’) about how the survival of law firms sometimes requires the capacity to resolve senior-level conflict. In that article I shared the story of one such conflict and how it was resolved through a long and difficult resolution process.
Clients are facing increasingly complex demands posed by the rapid advance of technologies, the economic and regulatory environment, the geographic spread and dynamic change within their markets and disruptive events, such as the current pandemic. Worse, many firms are less collaborative than they think they are.
Adverse conditions can provide opportunities for firms to dramatically enhance their competitive position in a relatively short period of time.
A compilation of the four-part “Law Firm Resilience” series focusing on: Financial Resilience; Operational Resilience; Commercial and Client Resilience; and People Resilience.
Four recommended areas of focus for firms undertaking a broader approach to practice – and how they will help improve your competitive edge.