Good Strategies Gone Bad
Not all law firm strategies are created equal—and some are just plain bad. This article unpacks five common but flawed strategic moves firms make, revealing how unclear objectives lead to misguided plans, wasted resources, and missed opportunities.
And Now it Begins…
Jacoby & Meyers just threw a legal grenade into the U.S. law firm model—challenging rules that ban non-lawyer ownership. As global competition heats up and capital access becomes key, this article explores why the real battle may not be about ethics, but about who gets to scale the future of Big Law.
Why The Best Managing Partners Need Coaches
The best managing partners are talented, accomplished lawyers who command the respect of their peers and want their firms and their people to succeed. It seems counter-intuitive that they would need a coach. However, there are extraordinary benefits, both personally and professionally, to be reaped from a good coaching experience — and the better the […]
What is the Optimum Size for a Law Firm?
How big should a law firm be? Bigger isn’t always better. This article breaks down the myths and realities behind firm size—revealing why the magic number might be 100 lawyers, and how growth can just as easily hinder as help your success.
Ten Ways to Cut Overhead
In the battle to control law firm costs, not all cuts are created equal. This article uncovers where the real savings lie—beyond powdered creamer and paper quality—and how smart firms can trim overhead without tanking morale or service quality.
Alternative Fees: Getting on with the Transition
As clients increasingly demand pricing beyond the billable hour, many law firms face internal resistance and cultural friction. But waiting for full consensus may mean falling behind. This article offers three practical, low-cost steps managing partners can take now to ease the transition—and sharpen their competitive edge.
Thinking Long Term
Many law firms operate with a one-year lifespan mentality—prioritizing immediate returns over sustainable growth. But without a deliberate cultural shift toward long-term thinking, they risk falling behind. This article explores how firms can realign their strategy, structure, and leadership to support enduring success.
Trust Everyone… but Always Cut the Cards
The real challenge in moving beyond the billable hour isn’t pricing models—it’s trust. While fixed fees promise efficiency and profitability, mistrust and poor execution have left both clients and law firms dissatisfied. This article explores how blended rates can serve as a practical, trust-building step toward meaningful change in legal billing.
Creating a Burning Platform
Recessions create urgency, but not all partners see the same ‘burning platform.’ This article explains how law firm leaders can turn crisis into meaningful change by building legitimacy, urgency, and clear solutions.
Why Aren’t Associates More Profitable?
I had occasion to be on a panel with several other consultants and some managing partners recently. One of the consultants said, “As you all know, every law firm loses money on associates during their first three years of practice.” The panel (me included) smiled and nodded acknowledgment of this commonly accepted belief: all young associates cost more than they produce in revenue.