All Leadership and Management articles – Page 43
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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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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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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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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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FeatureManning of the hour
Nicola Manning of McMillan Williams on promoting diversity in the profession
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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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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 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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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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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 the round
For a struggling firm in this difficult market, might a merger be the best option, or should it try to succeed alone? This was the issue presented to our executive committee at a recent roundtable discussion. Caroline Roddis reports
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FeatureStanding strong
When you’re faced with a particularly challenging client, it can be daunting to think about either asking them to change their behaviour, or ceasing to act for them. But, says Gary Richards, sometimes this is exactly what you need to do
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FeatureIt all adds up
Despite the sombre headlines of financial woe we were faced with last year, 2013 saw the UK economy grow and the professional services sector perform strongly. Can they both be right? Barry Wilkinson looks at what exactly is going on
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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?
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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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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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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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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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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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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’