All Leadership and Management articles – Page 45
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FeatureInsure enough
The decision by the Solicitors Regulation Authority to reduce the minimum compulsory cover for professional indemnity insurance has sent shockwaves through the profession. Frank Maher explains the change and what firms need to do
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FeatureFive for fighting
The recent changes to criminal legal aid have placed unprecedented strain on legal aid firms. Prashant Joshi outlines five options for firms, from closure to merging
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OpinionValuable Insights
Robert Banner looks back at the Section’s 2014 annual conference, including sessions on cashflow and bringing a firm back from the brink of administration
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FeatureLearning the ropes
In the second of a series on getting the best out of trainees, Paul Newton looks at how to manage the relationship with your trainees after recruitment, from welcoming them to the firm and helping them to develop, to career development post-qualification
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FeatureOfficer politics
Pearl Moses looks back at three years of outcomes-focused regulation and two years of the compliance officer regime, and asks what lessons we can learn to ensure compliance in changing times
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FeatureTalking points
In the second of a series on the risks of using social media in law firms, Ray O’Connor looks at how to mitigate risk in order to reap the benefits of social media for your firm, your people and your clients
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FeatureSpreading the word
Keystone Law managing director James Knight on becoming a ‘dispersed’ law firm
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OpinionUnder the banner
Robert Banner, new chair of the Section executive committee, outlines his plans for the Section, including helping firms through financial stability issues, and supporting smaller firms with practice management challenges
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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