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John PlankIt is with great sadness that I must report that John Stewart Plank, our colleague and friend at Edge International, passed away on October 19, 2016 after a valiant fight against illness.

John was born in Edinburgh, Scotland, and during the 1970s and 1980s he worked as a director of Shakespearean theatre in Stratford and Peterborough, Ontario. In subsequent years, he deployed his theatre talents and background to assist executives and professionals from a wide range of fields to improve their speaking and presentation skills. It was in that capacity that he acted as a consultant to several principals of Edge International and to a number of our clients. As part of his association with our group, he also crafted a number of eloquent and perennially practical articles for Edge International Communiqué, such as “Charisma: The Quintessential Leadership Skill,” published last May.

I had the privilege of bringing John into law firms where he might work with a dozen lawyers over the course of a day. Despite the fact that at least a few of these individuals would often be gifted communicators already, by the end of the day they would typically be amazed at their own transformations. John had the capacity to use powerful questions and a very light touch to help individuals transform their presentation performances with a speed and magnitude that you had to witness to believe.

We will miss John profoundly. He lives on in what he taught us, and the mindset he instilled in us to strive for excellence in our communications. We extend our deepest sympathies to his wife Susan and the other members of their family. Additional information may be found on his website.

Readers of this blog who are fans of Apple products may be interested in a 27-page report entitled The Lawyer’s Guide to a Well-Appointed iPad (Third Edition), recently published by TechnoLawyer. The report is free, and although it is necessary to sign onto the site to download the PDF, doing so also gives you access to other reports and newsletters in the TechnoLawyer library.

The guide opens by arguing against the notion that iPads (and presumably other tablet computers, although only the iPad is mentioned) are suited exclusively to leisure rather than professional activity, and then goes on to discuss how these devices may be most effectively deployed in support of a legal practice. To create the report, seven lawyers – including Neil J. Squillante, the founder and publisher of TechnoLawyer – contributed their collective knowledge and experience to advise readers about choosing the best iPad from among the various models currently on offer, and then selecting the best apps for use in legal contexts. Three of the authors argue for different apps in each of three categories – document management, PDFs, and handwritten note-taking – and the report leaves readers to come to their own conclusions as to which particular apps they may find most useful in their own practices.

As an avid iPad user myself, I would have liked to have seen the authors mention Notability, a note-taking app I find particularly user friendly; in general, however, the report is comprehensive and likely to be useful to anyone who is looking to add an iPad to their legal-technology repertoire – or wants to learn how to use one more effectively.

I invite your thoughts on this and any other matter related to the law, either in the comments section below or directly via email.
Woldow on WesemannIn an eloquent article posted recently on At the Intersection, my former Edge colleagues Pam Woldow and Doug Richardson remember Edge member Ed Wesemann and Ward Bower, their former colleague at Altman Weil.
They begin their post with the words, “The legal landscape is a sadder and emptier place today, following the recent deaths of two giants in legal consulting.”
They are so right. If you knew either man, you will find yourself nodding your head as you read their moving tribute.
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As always, I welcome your feedback on any matter related to the law either in the comments section below or directly via email.

ABAItemWhen 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 record time when it is allocated, failing to remember enough detail days later, and not having time registered when the billing lawyer creates the invoice.

But alas, that’s not what this article references at all. It is really going far deeper into the lack of awareness that many lawyers have as to how many hours they are billing, at what rates, and what they are actually realizing (based on what is collected on those billed hours).

Some day, lawyers will be billing with more sophistication than merely recording hours. In the meantime, for those many lawyers who are still married to the billable hour, this article is indeed good food for thought.

Let me know your thoughts on this and all other matters related to the law, either in the comments below or directly via email.
Oct EICThe October, 2016 issue of Edge International Communiqué (EIC) is now posted on the Edge International website.
 
 
This most recent issue of EIC leads off with an article by Nick Jarrett-Kerr entitled “Prioritising Initiatives – Avoiding the Seven Deadly Sins,” in which Nick identifies seven issues he has observed in his many years of work with law firms that often impede planning and implementation of otherwise excellent initiatives, and he sets out four criteria that can help firms avoid these potential barriers.
 
The other two articles in the October issue are grounded in the wisdom of our late and deeply missed partner Ed Wesemann. Sean Larkan shares the text of a video on leadership that Ed presented at a conference in New Zealand in 2015. In his presentation, Ed urged his audience to keep in mind that in this rapidly changing world, law-firm leaders cannot simply repeat popular aphorisms: they need to do the necessary research to create powerful visions for the future of their firms, and they must also be able to communicate those visions and then lead the firm to achieve them.
 
 

My own contribution to the October issue is entitled “You Will Have It in the Morning” (which you may recognize from the previous installment of this blog), and it too was inspired by the beliefs and practices of Ed Wesemann. One of the strengths his clients often mentioned was his promptness in getting proposals to them – often as early as the day after a meeting. In the article, I present some of the very convincing reasons Ed had for “proceeding with haste.”
 
Each month, EIC publishes items of interest to lawyers around the world on various aspects of law-firm strategy, marketing, technology, management, economics, human relations and a host of other topics. In addition to the most recent edition, the Edge International site includes a sign-up page for those who are interested in subscribing to EIC, as well as a list of archived articles.
 
I welcome your thoughts and feedback on both Edge International Communique and Amazing Firms, Amazing Practices, either in the comments section below, or directly via email.

running

This article won the BiglawWorld Pick of the Week award. The editors of BiglawWorld, a free weekly email newsletter for those who work in midsize and large law firms, give this award to one article every week that they feel is a must-read for this audience.
This article won the BiglawWorld Pick of the Week award. The editors of BiglawWorld, a free weekly email newsletter for those who work in midsize and large law firms, give this award to one article every week that they feel is a must-read for this audience.

I am often asked to submit a proposal which will describe how my team and I might approach a problem and what our services might cost. The person requesting the proposal often intends to share it with others inside their firm.

The question is, when should the proposal arrive on their desk (metaphorically speaking)?

In this article, I make the argument that you should do what our late partner, Ed Wesemann, would do. He would have that proposal delivered to the person requesting it by the next day.

I’m sure you have many arguments to support the notion that it will take you a lot more than one day to respond to a request with elegance. However, you would not have convinced Ed that any of those arguments would hold water.

I still remember conversations with some of Ed’s clients who would recount that they were “blown away” by the speed with which Ed would get a proposal to them.

Here are just a few benefits of proceeding with haste:

  • You will still remember the conversation(s) that led up to the request (as opposed to trying to piece together horrible notes two weeks later).
  • Your client will be impressed by the priority you attached to responding and speculate that you might attach the same priority to doing the work. (If it takes you two weeks to get a response to a request for proposal how long will it take you to do the work?)
  • Your recipient will receive your proposal while the same conversations are fresh in their mind.

Ed frequently recited the popular saying, “Do not allow the perfect to be the enemy of the good.”

He would argue that we were delusional to think that a proposal that took us weeks to write would somehow be so far superior to what we could put together right now that it would somehow impress the prospective client and win the day. Wrong.

You know 95% today of what you will know in two weeks regarding the proposal you are writing. If there is a gaping hole in your knowledge, you can pick up the phone to a colleague or other resource and get the information you need promptly.

The truth is, many of us want to procrastinate. . . . It is more comfortable than doing the task now because:

  • We want to do it perfectly
  • We want to succeed in being chosen
  • We want to be impressive and maintain or enhance our brand

Ed had virtual staff that could proofread proposals before they were delivered ­– but that proofreading would be done overnight, not over a few days.

The most compelling reason you should learn from the wisdom of Ed Wesemann is that he was consistently the top rainmaker in our global consultancy and had the best score at being chosen to proceed to do the work that was proposed in his responses.

Ed was a winner. We who worked with him for so many years have the enduring benefit of having his philosophies and wisdom well ingrained in our memories. We aspire to come close to his level of accomplishment. . . and through this article, I know he would be proud to share this framework with you, and for you to benefit from it as well.

So next time you are asked to submit a proposal, say what Ed would have said: “You will have it in the morning.”

I invite you to let me know your thoughts on this and all other matters related to the law, either in the comments below or directly via email.

 

Sept EICThe September, 2016 issue of Edge International Communiqué (EIC) was posted recently on the Edge International website.

The issue begins with our group’s tribute to our late partner Ed Wesemann, which I republished in the previous instalment of this blog.

In addition, in the September EIC Sam Coupland presents issues relating to the introduction of new compensation systems in law firms, where cutting partner profits into equal segments is no longer an acceptable option. “Do We Need to Slice the Pie Differently?” encourages law firms to consider their own histories and cultures, along with several “big picture” criteria that Coupland sets out, to create a new system that will be acceptable to partners.

In “Business Development: Strategic Client Relationship Management,” Shirley Anne Fortina reminds readers that client relationships are crucial to the success of law firms, and suggests ways in which those relationships can be improved and nurtured in order to increase a firm’s profitability – while also providing more comprehensive service to its clients.

In the final article, “Trade Associations, Conferences, and Events: Creating Warmth and ‘Reach’ Out of Thin Air,” Mike White offers a range of reasons why attending special-interest group meetings can expand a lawyer’s client base, and he sets out guidelines for turning contacts into clients with follow-up phone calls and one-on-one meetings.

Each month, EIC publishes items of interest to lawyers around the world on various aspects of law-firm strategy, marketing, technology, management, economics, human relations and a host of other topics. In addition to the most recent edition, the Edge International site includes a sign-up page for those who are interested in subscribing to EIC, as well as a list of archived articles.

I welcome your thoughts and feedback on both Edge International Communique and Amazing Firms, Amazing Practices, either in the comments section below, or directly via email.

Ed Wesemann
Ed Wesemann

Many long-time readers of this blog know of my close friendship, deep respect and profound affection for Edge colleague Ed Wesemann who recently was taken from us after a valiant battle with cancer. The full impact of our loss personally and professionally will be felt for a long, long time. The following article, which appears this week in the newest issue of the Edge International Communique, is an indication of how much our group revered Ed and how grateful we all are to have known and worked with him. Rest in Peace, Ed – GAR

It is with deep sorrow that Edge International acknowledges the death of our longtime partner and friend Ed Wesemann. Ed passed peacefully at his home in Savannah, Georgia on August 1, 2016.

Those who worked with Ed mourn the loss not only of an esteemed colleague and friend, but an essential contributor to the knowledge that made Edge International a respected, leading legal consultancy around the world. Says founding principal Gerry Riskin of Canada and Anguilla, “For many years, as Edge’s focus on strategy for global firms became our hallmark, Ed has been our ‘man on the mountain’ from whom wisdom was always available — wisdom that always stood the test of time. Ed was a mentor and a leader at Edge, and many of our achievements have been accomplished thanks to him. On a personal level, I am bereft. It’s unimaginable not to be able to pick up the phone and talk things over with Ed.”

Adds U.K. principal Nick Jarrett-Kerr, “I have worked with many extremely clever people throughout my career, lawyers and consultants whom I have admired and respected. Ed is right at the top of the list! There was a great deal about Ed to love and respect: his deep knowledge of the legal profession, his ability to command respect every time he opened his mouth, his intuition, his humility, his respect for others, and the pithy phrases that distinguish his many articles – all of which were well worth reading. But above all, I will always value his friendship that transcended the long distance between us and enabled us – every time we spoke – to continue where we had last left off. This was a man I truly loved.”

Ed Wesemann was considered a leading global expert on law firm strategy and culture, particularly issues involving market dominance, governance, merger and acquisition, and the activities related to strategy implementation. As well as in the U.S., he worked with law firms in the U.K., Europe, Africa, China, Australia, New Zealand, South America, Canada and Mexico. Sean Larkan – longtime Edge principal based in Australia – explains in part why Ed’s work was so widely admired: “Ed helped to engender a genuine culture of caring for and about clients. What strikes one is how well he is remembered from past trips and assignments, and how fondly by those who met him. As a result, he created a wonderful atmosphere around the Edge brand.”

“Ed’s passing hits hard for all of us. His legacy, however, is remarkable and worthy of celebration. His skill with clients, his deep knowledge of his market and his contribution to colleagues are just a few things I will remember every time I take on an engagement.” – David Cruickshank, Edge principal, New York City and San Diego

Atlanta-based Edge principal Mike White also admired Ed Wesemann’s work with clients. He says, “Ed had a remarkable ability to synthesize seemingly irreconcilable inputs and ideas, derive trends, and deliver insights more efficiently than any consulting professional I’ve ever been around. The legion firm leaders who relied on Ed habitually went to him for unfiltered direction (‘Just tell us what to do!’), and Ed always delivered. His clients ended up implementing Ed’s recommendations with noteworthy conviction and confidence.” Nick Jarrett-Kerr echoes that statement, saying “He had a unique incisive diagnostic ability to get straight to the heart of every issue and immediately to be able to frame options that might solve the problem.”

Ed held a Masters of Public Administration degree with Honors from Roosevelt University and a Bachelor of Science in Business Administration from Valparaiso University. He served on the adjunct faculties of a number of law and graduate schools of business including the Case Western Reserve School of Law, the University of Pittsburgh School of Law, the University of Pittsburgh Graduate School of Public and International Affairs, the Carnegie Mellon School of Public Affairs and the Gordon Institute of Graduate Business School of the University of Pretoria, South Africa.

Long-time Edge International principal Jordan Furlong, now at Law21.ca, says, “It’s hard to know what would be the best single word to describe Ed Wesemann. ‘Professional’ would certainly be appropriate, reflecting the world-class expertise, loyalty and dedication with which he constantly helped achieve the best interests of his law firm clients. ‘Leader’ would also be fitting, as anyone could attest who saw him easily command the attention and respect of high-powered lawyers and consultants, and help direct them towards their optimal outcomes. But I think that as a naturalized Southerner, Ed might appreciate no description more than ‘gentleman’ – a word that goes only some way towards expressing his extraordinary generosity, his gracious hospitality, and his stalwart friendship. We will not see his like again, and we are immeasurably poorer for his loss.”

Bithika Anand, Edge principal based in Delhi, India, remembers the warm reception she received from Ed when she joined the group. “He was a wonderful professional and a human being,” she says. “His passing away has left a void.” Adds Mike White, “As good a consultant as Ed was (and he was simply the best!), he was an even better person. He was both an ‘idea’ person and a ‘people’ person, and everyone he touched became more of the latter.”

Ed was the author of four books on law firm management, including Looking Tall by Standing Next to Short People, Creating Dominance: Winning Strategies for Law Firms, and The First Great Myth of Legal Management Is That It Exists. In addition to having published over 100 articles, he was a frequent speaker and the author of a monthly email message that was read by thousands of law firm leaders around the world.

Toronto-based John Plank joined Edge in 2004 after meeting Gerry Riskin and Ed in Savannah. As a communications coach himself, John ranks Ed Wesemann as one of the top communicators in the profession.  “Shy by nature, Ed put effort into communicating simply, clearly and as economically as possible.  Whether conversing, presenting or in his writing, Ed’s genius was to be able to make the complex simple, to make sense out of chaos and to achieve it in simple, eloquent and inclusive language and style that was always infused with Ed’s abundant warmth and humanity.”

Ed’s legacy to Edge International is massive. In the words of Sean Larkan, “There are few professionals who leave behind what I call ‘capital fabric’ – a basic, solid foundation for their firm that will benefit it in years to come. Ed is certainly one of those people, in terms of culture but also learnings and approach, and the actual materials and references he unselfishly shared with us and left for our use.”

“There is a saying that ‘no one is irreplaceable,’ but in the case of Ed Wesemann that simply does not apply.” – Gerry Riskin

Ed Wesemann is survived by his beloved wife of 49 years, Janice, his children William and Emily, Emily’s spouse Erin, and his grandchildren Carmella and William. The formal obituary may be found at Fox and Weeks Funeral Directors. Any clients or friends who would like to share their memories of Ed with us are welcome to contact Edge International directly.

AugEIC2The August issue of Edge International Communiqué (EIC)  has now been posted on the Edge International website.

We start off with a warm welcome to Shirley Anne Fortina, our newest principal, after which the issue features an article Bithika Anand developed particularly for small, niche, family-run law firms in India. In “Acquisitions as an Exit Strategy in Indian Law Firms,Bithika discusses the advantages to such firms of considering acquisitions when founders are thinking of retirement.

In “Are Traditional Profit-Sharing Models the Enemy of Diversity?” Neil Oakes discusses the implications of various types of partnership profit-sharing strategies in law firms, and explores some of the ways in which adding profit-based sharing to the mix can foster diversity and flexibility.

In the final article in the August issue, David Cruickshank explores the pros and cons of sharing partner-level revenues and profitability figures among some or all partners in “Sharing Your Profitability Numbers: All For One?” 

Each month, EIC publishes items of interest to lawyers around the world on various aspects of law-firm strategy, marketing, technology, management, economics, human relations and a host of other topics. In addition to the most recent edition, the Edge International site includes a sign-up page for those who are interested in subscribing to EIC, as well as a list of archived articles.

I welcome your thoughts and feedback on both Edge International Communique and Amazing Firms, Amazing Practices, either in the comments section below, or directly via email.

Shirley Anne Fortina
Shirley Anne Fortina

(This article is reprinted from the Edge International website, where it was posted on July 31, 2016)

Edge International is very pleased to welcome Shirley Anne Fortina as our newest principal. Based in Perth, Western Australia, Shirley Anne joins our other Australasian principals – Sean Larkan, Neil Oakes and Sam Coupland – to further extend the group’s legal-services consulting reach in the southern hemisphere.

Shirley Anne Fortina began her professional career in South Africa, where she was born and educated. Fourteen years ago, after working for several years in the UK, she and her husband moved to Western Australia. Director of the POD Consultancy PTY Ltd., Shirley Anne’s workshops, presentations, programs and coaching focus on a wide range of areas including strategic and business-development planning and implementation, women in leadership, managing client relationships and relationship building, team performance and fostering business acumen. She has worked with engineering and accounting professionals as well as individual lawyers and law firms. Shirley Anne is the author of a report entitled ‘Women in Business’ and co-author of ‘Strategic Internal Communications: Boosting corporate culture, productivity and profitability,’ both of which were edited and published by The ARK Group (Australia and UK).

“Shirley Anne’s diversity of experience, not only professionally but also geographically, enriches her ability to work with our law-firm clients,” said Edge International co-founder Gerry Riskin. “We are very happy that she has joined our group.  I am confident that she will enhance Edge International in many meaningful and distinctive ways.”

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You are welcome to contact me either through the comments below, or directly via email.