We've gathered our top articles from Managing for Success on people and leadership in law firms. With articles on everything from making your law firm a happy place to work, to allocating work effectively, our collection will help you manage your people and lead your firm effectively
Would you consider your firm a happy place to work? Do you think your people feel the same way? It’s too easy to focus on success, to the exclusion of happiness, says Nick Jarrett-Kerr. So how can you make your firm a great place to work?
If lawyers assign legal work and the results don’t meet their expectations, they often blame the people they assigned it to. But, says Gary Richards, the issue often lies with how the work was assigned: the initial conversation and the process following it
The legal recruitment market is changing in every way – employers, employees and clients. How can you attract and keep the people you need to build a thriving business? Nicola Jones and Jane Green-Armytage explain
Coaching as a business tool continues to grow in popularity. Louise Palmer explains how it can be used effectively in managing lawyers, and provides a number of practical techniques to help you develop a successful coaching relationship
Today’s law firms have up to five different generations in their workplace, each with its own values, motivations, needs and wants. And traditional law firm management needs to change to accommodate a multigenerational workforce, says Rachel Brushfield
In a fast-changing market, leadership is becoming ever more important for law firms. Diana Bentley looks at the qualities and responsibilities expected of a good leader in today’s firm, and what the future might bring
Making lateral hires may seem like a simple way to grow your business, but if you get it wrong – and most firms do – the consequences could be dire. Mark Brandon outlines the pitfalls, and how to avoid them in your firm.
With the demographics of the UK changing rapidly, diversity is essential for law firms wanting to attract the best people and meet clients’ needs. And strong leadership is key to achieving this goal. Dr Gillian Shapiro explains