The Lawyerist has introduced an interesting series of profiles of individual lawyers called “How Do Lawyers Work?”
Not only do I find it intriguing to look into the work lives of other legal practitioners and discover what digital tools and programs they find
I was pleased to be invited by The Law Office Management Association (TLOMA) of Ontario to create an article based on my book, The Successful Lawyer: Powerful Strategies for Transforming Your Practice, for the February, 2017 issue of the association’s publication, TLOMA Today.
The article I submitted, “Drive Law Firm Success by Helping
A recent article in Corporate Counsel draws our attention to a paper published by Morris Ratner, associate professor of law at the University of California, Hastings College of the Law, on the impacts on legal practice of cost-management initiatives by both clients and the courts. Paramount among these, the paper says, is a move by
RESOLVE TO KNOW WHAT IS COMING
Resolve not to be caught unaware of evolving technology and process innovations applicable to your legal practice. To that end, have a small internal team conduct ongoing research and report to firm leadership monthly. The research should include legal solutions provided by organizations that are neither law firms nor
On Friday, two major firms I have deeply respected for many years – Eversheds, the global powerhouse based in London, and Sutherland Asbill & Brennan, the exemplary American firm based in Atlanta – announced a merger that changes the multinational legal game.
I have known and watched both firms for a long time. Mark Wasserman,
The Second Edition of The Successful Lawyer: Powerful Strategies for Transforming Your Practice is now available in both paperback and Kindle versions.
Among the kudos the first edition of this book attracted was one from Tom Peters, the highly acclaimed writer on business-management practice and author of In Search of Excellence, who described
When I saw an article in the ABA Journal entitled “Lawyers are only billing a fraction of their time; how can they be more efficient?”, I thought the contents would be a reminder about the lack of discipline lawyers exhibit in recording their time. A lot of revenue is lost simply by failing to
I am often asked to
In an article published in the Globe and Mail earlier this month, Allison Speigel, a commercial litigator with Speigel Nichols Fox LLP, argues convincingly that the billable hour may be at the root of the disaffection of so many recent law graduates with firm-related work.
Among Speigel’s arguments against the profession’s most cherished and
Statistics show that vast majority of managing partners in law firms in America are older (and usually male) members of the baby boomer generation, born between 1946 and 1955. Many lawyers from this demographic are hanging onto their practices well past the traditional age of retirement, and this phenomenon is leading to an age imbalance
