Delivering a signature career experience is not about slogans and breezy conclusions. Rather, it is expressed through the plumbing or inputs the firm deploys to help firm lawyers experience extraordinary career long success.
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”.
Why can’t firms win more than their fair share of recruiting battles for diverse lawyers, and why is this important? For one thing, culture matters to all lawyers – both diverse and non-diverse lawyers.
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.
American Lawyer Top 100 rankings are announced. Headlines like “30% Profit Increase at Firm Despite Pandemic” appear. And “rumored expensive deals” for lateral partners get favorable attention for the acquiring firm. This drumbeat from the legal press about “top firms” is supposedly a proxy for excellence in law firms, law practices and excellent individual talent. But are these the best measures to help a client or a job-hunting professional decide to choose a “top” firm?
Lateral hiring in professional service firms has an uneven track record. Statistics consistently show that hiring a ready-made partner from another firm often results in disappointment both for the firm hiring them and in terms of the new partner’s own expectations.
Topics from actual counseling sessions with managing partners that will help you prioritize the the key elements of Remote Working
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.
Election season has begun in the United States, far too early compared to most countries. The competition for leadership makes me think of leadership contests in law firms. Imagine that the term of your managing partner has expired and two candidates are standing for the post. Though campaigning is unseemly and brief, the contrasting positions […]
Attrition is not an issue alien to law firms. Owing to the nature of the service and the personalized relationships that develop with clients over the course of advising them, the separation of lawyers from firms – especially if they are senior lawyers or have been around for a while – hits firms quite hard. […]