Law Firm Partners

Jay Harrington | Many lawyers pursue work more aggressively when business is slow, but let efforts fade when they get busy. The problem is that legal demand does not arrive on your schedule.

James Barclay: Most laterals don’t fail for lack of technical skill. They fail because the firm fails to build trust or awareness around what the new partner, and colleagues won’t introduce them to clients.

Jay Harrington | The old model of a one-track legal career is fading. Technology, flexible talent, remote work, and client demand for agility are accelerating this trend.

Jay Harrington | As goal-setting season approaches, let’s dive in and discuss why setting business development goals is important, how to set them, and how to achieve them.

David Hunter | Yes, lawyers ask about having enough money for retirement. But those questions often mask what they’re really worried about.

Jay Harrington | Business development isn’t something you do when things quiet down. It’s something you build into your busy life; one small, consistent effort at a time.

Brooke Lively | Underperforming billers cost far more than their salary. They create a drag on revenue, waste valuable leadership time and poison your firm's culture.

Jay Harrington | Practical ways associates can show they’re ready to take the next step to partnership.

Brooke Lively says that with clear, measurable requirements, you can choose new partners wisely and with less fear. Here are three things that make a good partner.

Jay Harrington | You're not pushing people down a funnel. Most of the people won’t move until they’re ready. But you can catch them as they fall.