Category «Legal Marketing»

Imagine there’s no partners. And no associates, too.

Jordan Furlong, Legal Sector Analyst and Forecaster, presents an engaging and actionable plan for figuring out how law firms are going to work in future. Furlong states this will occupy countless partnership meetings, conference agendas, and consulting engagements all over the legal industry throughout the next several years. Don’t worry if you don’t have all the answers — nobody else does, either he says. We’re all just getting started. What he suggest though is that figuring out what law firms are going to become requires first letting go of what they used to be. A good start towards accomplishing that would be to abandon the antiquated titles and categories into which we’ve been cramming law firm personnel for the last hundred years.

Subjects: AI, KM, Leadership, Legal Marketing, Legal Profession, Management

10 fatal traps that explain why law firm strategic plans are DOA

Patrick J. McKenna is an internationally recognized author, lecturer, strategist and seasoned advisor to the leaders of premier law firms. McKenna’s deep dive into law firm strategic planning delivers a detailed guide on the major errors to circumvent to establish a winning competitive position going forward.

Subjects: Communication Skills, Economy, Information Architecture, Information Management, KM, Law Firm Marketing, Leadership, Legal Profession, Management

55 Select Books on Longevity and Productive Aging

Author, Editor, Speaker, Blogger Bruce Rosenstein shares recommendations on a selected list of literature about an increasingly impactful topic – longevity and productive aging. Rosenstein references one book per author and in some cases it is their most recent book.

Subjects: Communication Skills, Communications, Education, Health, KM, Leadership

Elon Musk’s ‘hardcore’ management style: a case study in what not to do

Professor Libby Sander explains why as a case study in how to implement organisational change, Elon Musk’s actions at Twitter will go down as the gold standard in what not to do. Among other things, the evidence shows successful organisational change requires: a clear, compelling vision that is communicated effectively; employee participation; and fairness in the way change is implemented. Trust in leaders is also crucial. Change management never quite goes to plan. It’s hard to figure out whether Musk even has a plan at all.

Subjects: Communication Skills, Employment Law, Ethics, KM, Labor Law, Leadership, Management, Social Media, Technology Trends, Telecommuting

Presenter’s Guide Series Part III: The Many Benefits of Question Forms

In the third in his series on presentations, Jerry Lawson recommends a simple yet powerful tool that presenters can use to improve presentation quality, especially in some special situations: Requiring audience members to submit all questions in writing.

Subjects: Communication Skills, Communications, Continuing Legal Education, Education, Presentation Skills, Training

Presenter’s Guide Series, Part II – Dealing With Difficult Questions

Attorney Jerry Lawson is a legal tech expert with decades of experience delivering effective presentations. In this, the second part of a multi part series, Lawson shares insightful recommendations and techniques to successfully manage what can be challenging interactions with audience members during the course of a presentation.

Subjects: Communication Skills, Communications, Continuing Legal Education, Education, Presentation Skills, Training

The Practice of People Law

Jim Calloway is the Director of the Oklahoma Bar Association’s Management Assistance Program. He informs us about the range of legal services delivered by what have been designated as “primary-care lawyers.” From Calloway’s perspective, there is people law, and there is business/corporate law. Over the years, there has been a greater divergence in these two types of law practice focuses. He makes the case that increasingly, these are completely different types of law practices, with different types of challenges and processes. Calloway believes this is not only true but profound. He views it as profound because consideration of the differences should inform and impact the method of legal service delivery depending on the type of client.

Subjects: Communications, Education, KM, Law Firm Marketing, Legal Marketing, Legal Profession, Management