Practice Groups Part 4: Practice Group Leader as Talent Manager and Coach

01.09.19 | Posted By: Susan Duncan
  Perhaps one of the most challenging responsibilities for today’s practice group leaders is the “people” side of the business. In our prior two posts, we have discussed the Practice Group Leader as Strategist and the Practice Group Leader as Financial Steward. While PGLs often get help from others managing the associates and staff in Read More

Practice Groups Part 3: Practice Group Leader as Financial Steward

12.12.18 | Posted By: Susan Duncan
As firms continue to grow in size and complexity, it often is no longer possible for them to drive, manage and measure the revenue growth of the firm only through the central leadership. The concept of practice groups operating as business units is that they now have primary responsibility for overseeing major aspects of their Read More

Practice Groups Part 2: Practice Group Leader as Strategist

11.28.18 | Posted By: Susan Duncan
It is surprising how many law firms, their leaders and partners eschew the discipline of planning and strategy. Many firms still don’t require annual plans or even the process of planning from their partners, or practice groups and many don’t even have a strategic plan for the firm. A survey conducted by Patrick McKenna and David Read More

Practice Groups Part 1: The Framework and Leadership Role

11.07.18 | Posted By: Susan Duncan
Most law firms have implemented a  practice group structure. Even those firms that retain the traditional, larger umbrella department structure (for example, corporate/transactional, litigation/disputes, regulatory,) most break down the management of the practice into smaller strategic business units that are used to: Organize lawyers and manage talent with specific skills and specialties Develop, execute and monitor Read More

Change Management 2: Strong Leadership and Collaboration are Required to Drive Change

10.24.18 | Posted By: Susan Duncan
Making meaningful and sustainable change will require collaboration and strong leadership. As discussed in Change Management Part 1, effectuating change in law firms is more difficult than other professions and industries and managing partners cite the reluctance or refusal of the vast majority of their partners to change.  Given the dynamic shifts occurring in the Read More

Change Management Part 1: The Framework

10.10.18 | Posted By: Susan Duncan
  The instability, disruption and resulting anxiety in the legal profession at times feels like a roller coaster: ups and downs, twists and turns, peaks and valleys, fast and slow, feelings of risk, exposure and vulnerability and a lack of control over our destiny. We are more or less along for the ride, which admittedly Read More

Succession Management Pillar 5 of 5: Senior Lawyer Transitions and Next Career Support

09.26.18 | Posted By: Susan Duncan
In this final post in our five-part series on succession planning, we address perhaps the most challenging aspect of the topic: managing and supporting individual senior partner transitions.  In Pillar 1, Pillar 2, Pillar 3 and Pillar 4 we discussed various components of how firms can design and manage approaches to the many facets of succession Read More

Succession Management Pillar 3 of 5: Client Succession and Transition Management

08.22.18 | Posted By: Susan Duncan
This post follows two prior posts and addresses the third pillar of succession management. Like many aspects of law firm management, the subject of succession planning often is limited to internal firm or management discussions and consideration.  This is a mistake. Clients know and worry that senior partners may be nearing retirement, and absent any Read More

Succession Management Pillar 2 of 5: Revenue, Finance and Compensation

08.08.18 | Posted By: Susan Duncan
Much of the Baby Boomer/retirement/succession dilemma revolves around money: the firm’s revenues, senior partner’s contribution to and control of client revenue, partner compensation and incentives to transition and other financial aspects of retiring partners.   As noted in our recent post: Succession Management: The Problem and a RoadMap, we know that according to Altman Weil, Read More