All Leadership and Management articles – Page 39
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FeatureOffice politics
As firms struggle to adapt to the pace of change in the legal market, premises costs can make the difference between success and failure. Steven Petty explains how you can manage these costs to the benefit of your firm
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FeatureIn with the new
Innovation in law firms may seem like a fad, but in a fast-moving and increasingly challenging market, it is an essential tool for survival. Ava Madon explains why, and how to make it a reality in your firm
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FeatureOn the money
In today’s challenging marketplace, firms need to be able to spot potential financial problems early and take decisive action. Clare Boardman provides an accountant’s perspective on the steps a firm needs to take to secure its financial future
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FeatureMeasure for measure
Knowing which marketing activities work best is key to efficient business development for law firms. Sue Bramall explains how to plan for and measure your marketing for maximum impact
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FeatureOn the map
Process mapping, and especially value stream mapping, can help law firms to understand how they do things, and how they can meet client needs more productively and profitably. Antony Smith explains how to make it work for you
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FeatureManning of the hour
Nicola Manning of McMillan Williams on promoting diversity in the profession
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FeatureTraining ground
In the first of a two-part series on getting the best out of trainees, Paul Newton, training principal for a medium-sized firm, provides a personal perspective on trainee recruitment and selection
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FeatureThe flip side
It can sometimes feel as though the regulatory obligations imposed upon lawyers only continue to grow. But, as Michelle Garlick and Joanne Smith assert, active compliance can also bring a raft of benefits to your firm
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FeatureHow do you compare?
Our 2013 Financial Benchmarking Survey report is out now. Fees and profits are up once again, but partner capital is down, and many firms show signs of financial stability issues. Andy Harris introduces the results of the survey
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FeatureCulture club
In challenging times, law firms need to keep changing to keep pace, and that means having an appropriate strategy. But what fewer firms consider is whether their culture supports – or undermines – those efforts, and what they can do to make their culture work for them. Julie Harrison explains
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FeatureRunning Wild
Geoff Wild on Kent County Council’s innovative model, offering legal services to other public bodies
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FeatureNew obligations
By 2018, all UK firms will be required to enrol all eligible employees into a qualifying pension scheme. Georgina Beechinor looks at how these changes and developments will affect law firms, and what you should be doing now to prepare
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FeatureMulti-tasking?
Ian Muirhead asks why multi-disciplinary practices have been less popular than they were seemingly envisaged to be by the Legal Services Act, and presents a personal view on the role of joint ventures between solicitors and independent financial advisers
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FeatureLife partners
Andrew Allen discusses the impact on law firms of the partnership changes announced in the autumn statement, including to the self-employment status of LLP members, and to the operation of ‘mixed partnerships’
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FeatureCrossing the void
Your law firm could reap rewards in everything from staff motivation to client satisfaction by implementing cross-selling initiatives. Sue Bramall outlines the five key building blocks to get started
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OpinionCounting the cost
Law Management Section chair Chris Hart discusses this issue’s financial focus, and bids farewell as chair of the Section
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FeatureCash in hand
Cashflow is the lifeblood of any business, and a lack thereof can be a key reason for financial instability. Behind good cashflow are effective cash management policies and a culture set up to deliver them. Barry Wilkinson and Robert Banner explain how to show your firm the money
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FeatureCareless talk
Social media is now a key communications and marketing channel for most law firms, but not all of them anticipate or seek to mitigate the major risks it could pose to their business. Ray O’Connor explains
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FeatureBetter safe…
The Solicitors Regulation Authority’s focus on financial stability is part of a wider change to the regulatory environment, and what compliance means in practice. George Bull explains how to assess your firm against the regulator’s risk indicators
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FeatureBack to Basics: Exit strategies
Mergers, acquisitions and law firm closures are at unprecedented levels, given the strategic changes that have taken and continue to take place in the legal industry. So, what steps should you take if you’re considering winding up your law firm?