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

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

Lawyers Should be Great at Consultative and Insight Selling

06.27.18 | Posted By: Susan Duncan
When lawyers first started exploring the uncomfortable process of “selling” as early as the 1980s not long after the 1977 Bates decision allowing lawyers to advertise, it was uncomfortable and seen as unseemly even sleazy. Over the decades, consultants have adapted sales approaches shifting from the traditional model into consultative selling. This approach has proven effective Read More

Law Firm MDPs and New Delivery Models Part 2 – Subsidiaries

10.18.17 | Posted By: Susan Duncan
In an effort to offer existing and new clients fuller capabilities and solutions, many law firms have developed wholly-owned subsidiaries often comprised of experts in an industry or service specialty who are not lawyers. As we reviewed in our last post, Law Firm MDPs and New Delivery Models Part 1 – A Primer, clients today Read More

Your Personal Brand: (Re)Define It, Burnish It and Manage It

07.12.17 | Posted By: Susan Duncan
Everyone has a personal brand and it often plays a critical role in professional success, advancement and business development.  Similar to a business’ brand, your brand is a promise of what others will receive from you, what you will be known for and how people react to your personality and approach.  Whether or not you actively Read More

Collaboration: Walking the Talk at Morgan Lewis

03.29.17 | Posted By: Susan Duncan
[Note: This article is being published with the permission of our client, Morgan Lewis & Bockius.] Two of our previous posts on collaboration, True Collaboration Drives Profitability and Collaboration: The Next Law Firm Frontier, discussed the benefits of collaborative cultures and approaches to client representation.   But both articles also alluded to the reasons why collaboration Read More

True Collaboration Drives Profitability and Client Loyalty

03.15.17 | Posted By: Susan Duncan
Collaboration in the workplace is widely recognized as an important success factor in the most effective organizations. It is necessary in order to build and share knowledge, accelerate innovation, break down silos and facilitate connectivity.  A recent Harvard study found that managers and employees now spend 50% or more time in collaborative activities than they Read More