Category «Leadership»

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.

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

Manhattan grand jury votes to indict Donald Trump, showing he, like all other presidents, is not an imperial king

Following news that a Manhattan grand jury had voted to indict Donald Trump, CNN’s John Miller announced on Thursday evening March 30, 3023: “I am told by my sources that this is 34 counts of falsification of business records, which is probably a lot of charges involving each document, each thing that was submitted, as a separate count.” Prof. Shannon Bow O’Brien, a presidency scholar, takes on the concept of the imperial presidency: “Throughout history, many presidents have pushed the boundaries of power for their own personal preferences or political gain. However, Americans do have the right to push back and hold these leaders accountable to the country’s laws. Presidents have never been monarchs. If they ever act in that manner, I believe that the people have to remind them of who they are and whom they serve.”

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Subjects: Accounting, Business Research, Criminal Law, Government Resources, Leadership, Legal Research, Public Records, United States Law

The expanding role of technology in the law firm business model

The premise of this article by COO and legal technologist Kenneth Jones is that individual capabilities and excellence (either legal or technical) standing alone are not enough to ensure long-term, sustainable success. No superstar technologist or lawyer is equipped to do it all, as there are too many specialties and functional roles which need to be filled. Rather, a better approach is to construct team-based, cross-functional units that offer greater operational efficiency while building in layers of redundancy that reduce the potential for surprises, errors, or disruption. This comprehensive and actionable guide validates deploying the cross-functional team approach across the enterprise.

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Subjects: Information Management, KM, Leadership, Legal Profession, Legal Technology, Management, Team Building

Is It Equitable to Protect Corporate Leaders From Covid-19 More than Employees and Customers?

Augie Ray asks a simple question to encourage you to think more about #COVID19 risks and engage in a discussion about equity in the workplace: If the world’s top business leaders recognize and take precautions against COVID during an ongoing pandemic, shouldn’t they ensure the same for employees and customers? Shouldn’t our companies’ commitment to Diversity, Equity, and Inclusion suggest equal treatment for everyone?

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Subjects: Communications, Economy, Education, Employment Law, Healthcare, Leadership, Legal Research

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.

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

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.

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

The highest performing teams have rules

Patrick J. McKenna is a highly respected lecturer, strategist and advisor to law firms. McKenna’s experience has taught him that the best performing teams have discovered to operate effectively they need to formalize what they should specifically be able to expect of each other as members. He calls these expectations the group’s ‘Rules of Engagement’, and in this article he articulates that to be effective, these rules of engagement must be clear, consistent, agreed to and followed. A challenging endeavor in any workplace, but critical to high performing and innovative law firms.

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Subjects: Communications, Leadership, Legal Profession, Management
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