Part Three – Maintaining Client Relationships In the first two parts of this article, I looked at the risks arising from the deterioration in the health and wellbeing of our people and then in the erosion of the cultural glue that holds everyone together in a firm. Now I wanted to look at an issue […]
Running down our capital – 3 Read More »
Part Two – Cultural Capital In Part One of this article, I looked at how risks to the health and wellbeing were increasing as we continued to suffer with various degrees of pandemic lockdown. In this part I want to turn my attention to Cultural Capital – the glue that keeps you in your firm.
Running down our capital – 2 Read More »
Let’s face it, law firms have had a good pandemic on the whole. Most of the Managing Partners that I talk to are anticipating (after a very nervous start) to have either their best, or their second-best year ever, in profit terms. That’s good news for the profession, and especially so for the law graduates
Running down our capital assets – 1 Read More »
As the partner conference season gets under way (now online rather than in rather pleasant hotels around the globe) it is interesting to see the topics that firms are requesting for presentations. A quick survey last week produced the following (in this order): Pricing in a pandemic Business Development in isolation Leadership now Wellness –
Hot Topics: Pricing and BD Read More »
I referenced the 16 June edition of LAW.COM’s Morning Minute, in which they reported on a survey by Marcie Borgal Shunk and Silvia Coulter, detailing how most law firms had prioritised business development training to the detriment of leadership training, in a recent short piece. In that note, I talked about what a comprehensive development
It’s an execution game Read More »
Original Item from LAW.COM’s Morning Minute 16 June 2020. LEAD DEGENERATION – A new study suggests the largest law firms may be emphasizing salesmanship to the detriment of leadership in their training programs. Patrick Smith reports that the study, led by legal consultants Marcie Borgal Shunk and Silvia Coulter, found the vast majority of partners
Why Managing Partners are reaching for their contingency plans In my role in academia and consulting I get to work with law firm partners from around the world, and to meet and talk to their clients. Seeing the contrast in challenges is startling – and has brought me to the conclusion that law firms need
A big decision that firms now need to make Read More »
How it is changing the landscape for professional service firms? We are in the midst of the greatest change to impact professional service firms for a generation, quite literally. The Baby Boomer Generation, today (2019) aged from 59 to 74, are leaving, or have already left, their firms. In this article we want to look
Baby Boomer Exodus Read More »
A few recent projects have reminded me how partners often get caught in between the market and their own firm, and struggle to deal with real world pricing issues at a tactical level. The warning signs are typically of partners finding the prices they are expected to charge are simply unacceptable to their clients. At
Pricing Services – when tactics won’t work Read More »
Stephanie Hamon and Kevin Doolan have been working on the opposite sides of the client and law firm relationship. Stephanie Hamon was until recently a managing director in Barclays Bank’s legal department and the key player in developing Barclays Bank’s approach to managing its law firms. In particular she had acquired a global reputation for
The Formula for Successful Client Relationships Read More »
