Practice Management (A to G)
200 Ways to Make your Law Firm an Extraordinary Place to Work (2005) (Table of Contents)
Rosemary Shiels and Sue Umbdenstock (Editors)
This book grew from a recognition that legal administrators are often just as interested in creating an extraordinary place to work as they are in any other management project or task they face. It is only by creating an extraordinary firm that law firms and law departments can build loyalty and trust among their staff—attributes that contribute to the firm’s or department’s success and future stability.
500+ Steps to Becoming a Profitable, Happy, Efficient Law Office (1997)
Jay G. Foonberg
The list of 500+ questions is designed both as a set of goals for new lawyers beginning a law practice and as a check list for lawyers and firms who may think they already have gone as far as they need to go to have a well-managed happy profitable law firm. The list represents what Jay G. Foonberg believes to be the necessary steps to what an almost perfectly run law firm would have in place.
The ABA Guide to Professional Managers in the Law Office (1996) (Table of Contents)
Carolyn Thornlow (Editor)
This book is the first legal publication to describe the emergence of professional managers in law firms. It identifies the ways in which law firms of all sizes are beginning to use professionals in the management of their firms. Although lawyers as a group lag behind other professionals, the positions described in this book are already in place at forward-looking firms around the country. In another decade professional managers will be commonplace, but many lawyers will learn about this phenomenon for the first time in these pages.
ALA Annual Conference & Exposition (May 22-25, 2011 in Orlando, FL)
Alternative Work Arrangements (2009)
Association of Legal Administrators
Jeannie Foster and Lori A. Johnson
The pressure to provide alternate work arrangements for staff and attorneys is strong. But there is much more involved in setting up these arrangements than allowing someone to work from home.
The Art of Practicing Law (2012) (Table of Contents)
James M. Kramon
Jokes about lawyers describe them as dull and tedious. The jokes suggest that lawyers are dispassionate, that they don't show emotions the way other people do.
However, practicing law presents many dramatic situations--the difficulty is that these situations are not often found in the public aspects of legal practice. It is in private meetings with clients and others, in behind-the-scenes events and personal reflections, that the emotional experiences of the legal profession are found.
This collection of 70 essays covers a wide range of legal area and cases large and small, complex and simple, criminal and civil. Music, painting, architecture, and ethics are also discussed, as are specific ways of handling clients whose personalities are, to say the least, idiosyncratic. These stories transcend the specific cases in which they occurred; they combine to teach you effective ways of building meaningful relationships with your clients, colleagues and others around you, and in turn, finding meaning and happiness in your profession.
Attorney and Law Firm Guide to the Business of Law (2002) (Table of Contents)
The biggest challenge lawyers and law firms face over the next ten years is maintaining a balance between managing themselves in a professional way and mastering the economics of the practice of law. We all entered into this profession in law school with the belief that we would be doing things that are important. Important things change our society for the better. Important things make people feel happy and secure. Important things are protecting people’s hard-earned assets. Doing important things is rewarding.
Ed gives us ways to do both—do the important things and become financially secure.
Attorney Liability in Bankruptcy (2006) (Table of Contents)
Corinne Cooper and Catherine E. Vance
This new and comprehensive book will give you exactly what you need to understand and comply with the law. It provides an overview of the provisions for the new Bankruptcy Reform Act including new sanctions provisions in Chapter 7 cases; regulation of attorneys as debt relief agencies; heightened requirements for reaffirmation agreements.
Author Law A to Z (2005) (Table of Contents)
Sallie Randolph, Stacy Davis, Anthony Elia, and Karen Dustman
Written by a quartet of savvy, straight-talking author-lawyers—Author Law A to Z is chock-full of helpful how-to advice (organized alphabetically and extensively cross-referenced). Discussions of key concepts and legal issues related to the business of writing and publishing are supplemented with useful tips, author experiences, practical advice, examples, case notes, and more.
Avoiding Extinction (Table of Contents)
Directly inspired by Richard Susskind's ground-breaking The End of Lawyers? (Oxford Univ. Press 2008), Toronto law Mitchell Kowalski now provides a vivid, believable account of everything a law firm could be. The fictional firm of Bowen, Fong and Chandri, PC, represents the cutting edge of how a law firm can deliver top-notch legal services, build business and satisfy clients, end reliance on the billable hour, leverage technology, and constantly enhance and improve its performance--all while attracting and retaining top talent. Through the eyes of a general counsel considering whether to retain the firm, and a new associate learning how the firm operates, you'll discover the surprising secrets that those running the law firms of the future will need to know.
Best Practices in Attorney Professional Development (2004) (Table of Contents)
American Bar Association Career Resource Center
Firms need to maximize their investment in human capital, attracting the best attorneys and retaining those they recruit.
Attorneys want opportunities for growth and development in order to advance in their careers.
And many firms and individuals are interested in the best practices for and career development opportunities in attorney training and development, a field that itself has grown and matured.
This manual addresses all of these components, and more, by providing advice for lawyers and employers on attorney professional development best practices.
Through Best Practices in Attorney Professional Development, firm management and practicing attorneys will learn about the detours and course corrections from the top experts in the attorney professional development arena, from Atlanta to the U.K.
This manual is a compendium of best practice information from members of the Professional Development Consortium—an organization for professional development specialists in workplaces employing lawyers worldwide. A special bonus section includes sample ads and job descriptions of PD roles in law firms today that will assist in defining there important jobs, to bring to life Best Practices in Attorney Professional Development.
Best Practices in Legal Management (2010) (Table of Contents)
Barry E. Jackson, CLM, CPA and Kimberly A. Swetland
Best Practices in Legal Management, conceived by Barry Jackson and Kim Swetland with contributions from numerous experienced law firm managers, provides a blueprint for achieving excellence and avoiding error in running a modern law practice. The editors, all leaders in the New York City Chapter of the Association of Legal Administrators, have aggregated their accumulated wisdom and share it with the rest of us. The text has also benefited from review and comment by members of the New York State Bar Association’s Law Practice Management Committee and the editorial guidance of the NYSBA Publications Department.
Beyond the Big Firm (2007) (Table of Contents)
Alan B. Morrison and Diane T. Chin
This succinct paperback will fill a major information void for students and recent graduates who are interested in a legal career outside the typical large, corporate law firm. "Beyond the Big Firm" offers more than 30 engaging profiles of lawyers who have chosen to follow nontraditional legal careers, in a wide range of subject areas, practice settings, and types of work. This distinctive book explores the many possibilities open to graduates of law school through the use of profiles -- written primarily by students interested in public interest law -- of lawyers who made "alternative" career choices. The editors of this informative compilation are long-time public interest lawyers; the actual authors of the profiles are primarily students who capture the personalities of their subjects in a way that is sure to resonate with the audience because they share the same questions about career choices. The subjects of the profiles have been out of law school 10-15 years, they represent 18 law schools, and they work in 15 states. The lawyers profiled have jobs in governments, non-profits, and small private firms; both civil and criminal law are covered, including prosecutors and defense counsel. Some of the fields that the lawyers work in are civil rights, civil liberties, immigration, personal injury, and human rights. In addition to the fascinating lawyer-profiles, special features include: a special resources chapter to help students determine and follow their career choice; a final chapter with mini-profiles of 3 lawyers who are not practicing law, but for whom their legal training is vital to their work; and short essays by current and former Stanford Law School deans Larry Kramer and Kathleen Sullivan.
The Big Talk (2008) (Table of Contents)
We all know what it’s like to put off an important conversation at work—whether asking for a raise or promotion, or telling an employee there’s a problem with his or her performance. Now Debra Fine, conversation and communication guru, shows us how to come out on top of those dreaded office chats—and how to achieve what we want in each situation.
Building a Practice (1992-1995) (Table of Contents)
ABA Small Firm Resource Center
Compilation of articles from an array of sources including ABA Journal, Compleat Lawyer, Flying Solo, Focusing on Profitability, and more.
Building Your Practice with Pro Bono for Lawyers (Table of Contents)
Nelson P. Miller
Lawyers know that pro bono service is often the most interesting and fulfilling work of their careers. Yet few understand the financial and career benefits that pro bono work can yield. Building Your Practice with Pro Bono for Lawyers explains 10 pro bono opportunities that will broaden, deepen and strengthen your paying practice and legal career. Nelson Miller, an experienced pro bono practitioner, offers practical advice about helping underserved populations, such as veterans, prisoners, immigrants, needy children, the homeless, and people with disabilities. This book will help you: Develop the inter-cultural skills to serve pro bono clients; Learn from other lawyers by sharing pro bono cases; Gain new confidence and skills doing pro bono work; Fulfill your interest in specific pro bono client populations; Serve charitable organizations promoting pro bono work; Comply with ethics rules governing pro bono work; and Rejuvenate your paying practice through pro bono.
Click HERE to read a review by Margrit Lent Parker in The Colorado Lawyer.
Business Competency for Lawyers (2006) (Table of Contents)
You don't need an MBA degree to run a law firm--but to be profitable, you need to know the basic business principles in this book. You will discover: -Planning for your success -Turning billable hours into collected cash -Building a more profitable firm -Thinking more creatively about The Business of Law.
The Busy Lawyer’s Guide to Success (2009) (Table of Contents)
Reid F. Trautz
Busy lawyers do not have dozens of extra hours to conduct research looking for new tips and ideas to streamline and enhance their practice of law. They need just-in-time learning to acquire the knowledge necessary to build their practices. This convenient pocket guide is the best ever collection of practical tips, ideas, and techniques to help you survive, thrive, and find success in the practice of law.
Checklists for Lawyers (2014) (Table of Contents)
Daniel J. Siegel, Molly Barker Gilligan and Pamela A. Myers
Everyone uses checklists and frequently relies on them. In some cases, it’s difficult to survive and be successful without them. This new guide, Checklists for Lawyers, takes the process of using checklists a step further by showing you how to create systems for your everyday law practice to ensure that tasks get done correctly every time. “Why do I need a checklist?” The answer is simple: a checklist will help you improve your workflow, document your procedures, avoid malpractice and allow you to provide the best representation to your clients, so they remain your clients.
Client Satisfaction for Law Departments (2003) (Table of Contents)
Rees W. Morrison, Esq.
Are your legal department's clients satisfied? How do you know? Here's the answer from an expert on law department management at Hildebrandt International — more of the latest on measuring and improving client satisfaction, with 30 charts, 70 graphics, dozens of examples and more than 80 best practices.
Compensation Plans for Law Firms 5th Edition (2010) (Table of Contents)
James D. Cotterman (Editor)
This one volume provides you with your primary research source leading you to auxiliary sources for further information as appropriate. They can support your current compensation system, or help you reevaluate your current methods of compensation. Careful advance consideration is essential to the success of your compensation plan. Using this valuable reference you can develop a compensation plan that conveys fairness, simplicity, and flexibility and strike the perfect balance within your firm.
The Complete Guide to Designing Your Law Office (2005) (Table of Contents)
Suzette S. Schultz and Jon S. Schultz
Your office space is part of your firm’s image, but it must also be functional. Whether you’re planning a new office or remodeling your current office (with or without the assistance of a design consultant), you’ll learn how to create or change your space while avoiding needless disruption, chaos, and cost overruns. The authors set out the best approaches for designing every area in the law office, including offices and work stations, conference rooms and reception areas, and more. You’ll be guided through every step of the process, from determining your optimal square footage, to selecting the right security systems and technology, to hiring and working with movers. In addition, helpful checklists, schedules, and other documents are included on an accompanying CD-Rom to make your renovation or relocation as easy as possible.
Connecting With Your Client, Second Edition (2015) (Table of Contents)
Noelle C. Nelson, PhD
With greater communication afforded by the Internet, excellent service no longer just means winning your client’s case. It now includes how legal expertise is actually delivered to the client. If you do not present the right attitude and keep the client properly informed, it could reflect negatively on you and your practice. The book gives you the persuasive tools for achieving greater client satisfaction through improved communication.
Constructing Core Competencies (2006) (Table of Contents)
Heather Bock and Robert Ruyak
A competency model is an invaluable tool for law firms seeking a way to improve their career development programs and retain key associates. This book, written by the director of professional development at Howrey LLP and the firm's chairman and CEO, lays the groundwork for creating a competency model, which can be used to optimize associate development and build a firm-wide high-performance culture. Competencies provide consistent guidance to associates regarding firm expectations, as well as continuity for development processes across the spectrum - in hiring, training, performance evaluations, and promotions. The book goes beyond issue spotting and offers practical advice on gaining support, defining competencies, and integrating them into a firm's culture.
Creating Conflicts of Interest Procedures to Protect You and Your Firm from Malpractice (2013)
Sandra J. Roberts
This book provides step-by-step guidelines for creating an effective and efficient conflicts of interest department. It addresses such issues as choosing the right conflicts software; creating conflicts forms and reports; developing protective conflicts procedures; and protecting against conflicts issues with lobbyists, witnesses and expert witnesses. It also provides guidelines for processing lateral hires, skills to consider when hiring conflicts staff, and staying current with conflicts technology.
The Creative Lawyer (2007) (Table of Contents)
Michael F. Melcher (Michael Francisco)
The Creative Lawyer is a self-help book for lawyers. It is a practical, fun, inspirational guide to building and maintaining a life that is personally and professionally satisfying. The book responds to a huge and completely unsatisfied need: the desire of lawyers to be more fulfilled, by showing how lawyers can design an optimal career and life that corresponds to who he or she actually is.
The Curmudgeon’s Guide to Practicing Law (2006) (Table of Contents)
“The Curmudgeon” has been practicing law for just a little too long, and he may be too jaded for his own good. Beneath his crusty exterior, however, lies a fount of wisdom. This Curmudgeon knows everything about the legal profession, and he’s willing to share his keen observations from the corner office. He offers practical and honest, if blunt, advice for surviving and thriving in a law firm. He tells you what you need to know about billing, managing your assistant, drafting internal memos, dealing with clients and building you law practice. Read the Curmudgeon and find out what drives law partners crazy, what will impress them and what ten mistakes you should avoid. Concise, humorous and full of valuable (but curmudgeonly) insight, this is a must-read for every lawyer and law student.
Click HERE to read a review by Susan E. Chetlin in The Colorado Lawyer.
Difficult Clients—Dedicated Attorneys (2005) (Table of Contents)
Lyn Cobin Gullette, Ph.D. and William R. Gullette, Esq.
Difficult Clients—Dedicated Attorneys is a collaborative effort by an experienced psychologist and attorney who share their practical suggestions for helping attorneys prevent, avoid, and repair difficult situations brought on by clients. A must read for every attorney who has ever had a difficult client, this book discusses the most common difficult clients: “The Angry Client,” “The Delaying, Procrastinating Client,” “The Changing Client,” and “The Intensely Expressive Client.” The authors examine these typical client behaviors, discuss underlying causes, and provide tips on helping clients through the rough spots to foster a smoother attorney-client relationship and ensure the client’s effective participation in the case. Basic information is provided about psychological disorders and emotional problems, with a focus on how these problems impact the attorney-client relationship and the legal process. The authors also discuss the role of the therapist and how attorneys can arrange for accommodations for clients with these difficulties. A directory of common client difficulties, with suggestions for interventions, is provided as a “first aid kit” for use in everyday practice.
Click HERE to read a review by Matthew Crouch in The Colorado Lawyer.
Direct Examination (2010) (Table of Contents)
Jill Eckert and Kathy Morris
The pursuit of happiness is an unalienable right, but one that not all lawyers exercise as they work day in and day out to protect the life, liberty and interests of their clients.
Now, an easy-to-use workbook helps bring attorney career planning into focus, with exercises from and insights of long-time legal career counselor Kathy Morris, and her colleague, Jill Eckert, J.D./M.B.A., legal Career Specialist of the ABA Career Resource Center.
Documenting the Attorney-Client Relationship (1999) (Table of Contents)
ABA Section of Business Law
This monograph deals with the use, form, and content of law firm policies and letters covering the engagement, termination, and declination of the attorney-client relationship. Sample forms of a law firm policy, together with engagement, termination and declination letters, are provided as illustrations as to how these matters might be addressed. Although the forms have been developed with a view to representing a business client, they also will have applicability to the representation of clients.
Down But Not Out (2009)
Association of Legal Administrators
Employees are being asked to do more with less in the face of work hour reductions, pay cuts, or layoffs. How do you help your employees remain productive and your managers focused on growing your business? Learn how to respond quickly to declining motivation and plummeting morale with tips from Lee Innocenti, founder and Principal of Performance Strategies, Ltd.
E-Learning for Law Firms (2006) (Table of Contents)
Steven H. Gluckman, M.P.A. and Peter A. Glowacki, L.L.M.
The newest frontier in law firm training and development is e-learning. This book defines e-learning and its application in law firms, including how it impacts continuing legal education (CLE). It focuses on e-learning's benefits, uses, and variations applied to lawyer training and development. Readers will learn how to design an e-learning curriculum, identify and develop content, and align e-learning with their firm's objectives. The book also includes a discussion of learning management systems (LMS) and a business case for firm e-learning.
Easy Self-Audits for the Busy Law Office (1999) (Table of Contents)
Nancy Byerly Jones
Nancy Byerly Jones has produced an easy-to-use, comprehensive book, Easy Self-Audits for the Busy Law Office. Nancy is the President of Nancy Byerly Jones and Associates, a company that provides management consulting, educational programming, leadership development, and mediation services for law firms. Based on years of work, including her pioneering role as Management Counsel and Executive Director of the Lawyers’ Management Assistance Program for the North Carolina State Bar, and presently as an independent consultant and law firm advisor with Nancy Byerly Jones and Associates, she has developed these self-audits for busy practitioners. She recognizes that practicing lawyers do not have a lot of time to devote to in-depth management analysis. They need help that is accessible, simple, comprehensible, and most of all immediately helpful. The self-audits in this book accomplish all these objectives.
Educating Lawyers (2007) (Table of Contents)
William M. Sullivan, Anne Colby, Judith Welch Wegner, Lloyd Bond, and Lee S. Shulman
The challenge of professional preparation for the law is to link the interests of educators with the needs of lawyers and the members of the public the profession is pledged to serve—in other words, participating in civic professionalism. Educating Lawyers examines how well law schools meet the challenge of linking these interests. This book is based on extensive field research at a wide variety of law schools in the United States and Canada that involved observations and interviews with faculty, students, and administrators. The book presents a richly detailed picture of how law school goes about its great work of transforming students into professionals and probes the gaps and the unintended consequences of key aspects of the law school experience. Educating Lawyers provides an opportunity to rethink “thinking like a lawyer”—the paramount educational construct currently employed, which affords students powerful intellectual tools while also shaping education and professional practice in subsequent years in significant, yet often unrecognized, ways.Educating Lawyers offers an important and timely set of recommendations for improving the professional education of lawyers that will help to transform how lawyers are being prepared, practically and ethically, to play a vital and beneficial role, both professionally and in their communities.
The E-Myth Attorney (2010) (Table of Contents)
Michael E. Gerber
Running a successful legal practice is a juggling act. You need expertise in your area of the law to provide services to clients. You also need the know-how to run a small business. You've probably been well prepared by your education and experience for the technical ins and outs of legal practice. Yet what training has prepared you to run a business?
The E-Myth Attorney fills this knowledge gap, giving you a complete toolkit for either starting a successful practice from scratch or maximizing an existing practice's performance. Loaded with practical, powerful advice you can implement easily, this one-stop guide enables you to realize all the benefits that come with a thriving legal services business.
Combing the wisdom of renowned business development expert Michael E. Gerber and the legal expertise of attorneys Robert Armstrong and Sanrod Fisch, The E-Myth Attorney equips you to: Liberate yourself from the predictable and often overwhelming tyranny of unprofitable, unproductive, and time-consuming routines; Transform yourself from a successful legal technician (attorney) into a successful legal-manager-entrepreneur; Rethink your practice, shifting from tactical thinking (working "in" your business) to strategic thinking (work on your business); Stop trading time for dollars; Manage those processes through which people get things done, which becomes your Management System--for everything you do; Implement innovative systems to produce consistent results as your practice grows; Take the sanctity of time seriously, blocking time for entrepreneurial work and using a weekly planning tool; and Create the story about your practice; this story becomes the heart of your practice.
Leading a legal practice can seem like a daunting task, with too few hours in the day, too many petty management issues, and problems attorneys at large firms don't seem to face. The E-Myth Attorney offers you a road map to create a legal business that's self-sufficient, growing, and highly profitable. Take your practice to levels you didn't think possible with this unique guide.
The End of Lawyers? (2010) (Table of Contents)
A global bestseller, The End of Lawyers? has been widely acclaimed as a book with profound consequences for the legal profession. Susskind explores the implications for legal practice of a wide range of phenomena--information technology, commodization, outsourcing, external investment, and more. He anticipates various developments in the next decade and urges lawyers to consider the sustainability of their traditional role. Responding to the recession, this revised paperback edition includes an extensive new Introduction that updates his thinking and provides a variety of new tools to help legal businesses.
The Essential Formbook Volume 1 (Table of Contents)
Gary A. Munneke and Anthony E. Davis
The purpose of this work is to help individual lawyers, and law firms of all sizes, accomplish a fundamental goal: to serve clients better. That may seem redundant—don’t lawyers always try to give good service? In our experience the answer to that question is both “yes” and “no.” “Yes” because lawyers aspire to give good service; “no” because the level of service even individual lawyers give to different clients often diverges greatly, whether in solo practice or in large, multioffice law firms. One client may receive optimum attention and quality at all times, while another may feel—and sometimes may be—neglected or, worse, ignored. This book is intended to help you structure and manage your law practice to achieve two fundamental goals: service to clients and making law practice profitable.
The Essential Formbook Volume 2 with CD (2007) (Table of Contents)
Gary A. Munneke and Anthony E. Davis
Effective management is the key element. For some lawyers this presents a serious obstacle. Lawyers are trained to be independent thinkers and actors, and management can be a difficult concept when it means being managed by someone else, or following someone else’s policies or procedures. Nevertheless, carefully designed management systems off the only effective way to reconcile our two goals—serving clients better and making law practice profitable. It is easy for some lawyers to say: “I am making lots of money from my practice; I don’t need more management.” And it is also tempting to think, “But my partner or associate down the corridor could do better, he or she needs management.” Let us be clear now: Management does not work that way. There are no exceptions to this rule. ALL lawyers need—and can benefit from—effective practice-management systems.
The Essential Formbook Volume 3 (2003) with CD (Table of Contents)
Gary A. Munneke and Anthony E. Davis
The purpose of this work is to help individual lawyers, and law firms of all sizes, accomplish a fundamental goal: to serve clients better. If there is a single skill critical to success, it is practice management. Effective practice management is necessary for competent delivery of legal services, and failure to establish methods for managing all aspects of the lawyer-client relationship can easily harm clients and lead to malpractice.
The Essential Formbook Volume 4 (2004) (Table of Contents)
Gary A. Munneke and Anthony E. Davis
This book is not intended to create new benchmarks against which lawyers will be judged, but rather to help lawyers meet existing standards more efficiently. Standards for law practice have been defined in every state and jurisdiction, and they are continuously established in malpractice suits, ethics opinions, and the myriad cases involving the law of lawyering. In this fourth volume of our work, we address two areas of vital concern to all lawyers: anticipating the risk of catastrophic practice disruption caused by external events, and the risk of liability caused by the conduct of lawyers and staff in the course of the practice. Prior volumes have addressed the topics of client intake, fee agreements, law practice partner/owner relationships, fees and billing, human resources, calendar and rile management, and financial analysis.
The Essential Little Book of Great Lawyering (2006) (Table of Contents)
James A. Durham
Jim Durham has had a busy 20 years—as a lawyer in private practice, an in-house counsel, a law firm marketing professional, and a consultant. He has interviewed over 100 clients of law firms, and has been a trainer and motivational speaker for hundreds of audiences. This book pulls together all of his best research and thinking. It will give you the insights you need to be an extraordinary lawyer.
Paul A. Haskins, Editor
More than ever, new and aspiring lawyers must both internalize those professional values and qualities that build resilience in an era of seismic professional change, and be exposed early and broadly to the lawyer skill sets and habits that engender professional success. This essential resource addresses a widely observed gap in legal education and professionalism materials on professional development in a practice-focused context.
Every Relationship Matters (2007) (Table of Contents)
Peter E. Rouse
Learn how to harness the power of relationships--with yourself, clients, and colleagues--to help you define and achieve professional and personal success. Peter Rouse provides a framework to guide you in instituting reflection and change in your life in order to build and maintain relationships. Although the author uses lawyers and law firms as examples, anyone interested in utilizing relationships with clients and colleagues to improve their business or their self will benefit from this book.
The Extraordinary Law Firm (2007) (Table of Contents)
Charles E. Stinnett
What is it about a law office or law firm that makes it an extraordinary place to work? What makes an extraordinary law firm something more than just a weekday morning destination for employees?
This book aims to equip professional law firm managers with the knowledge and desire to transform their offices into remarkable workplaces, delivering not only superior client service, but also the utmost satisfaction for each and every person who is part of that effort.
Case studies, sample policies, checklists and other materials offer real-world guidance for what it means to be an extraordinary law firm. Use these best practices to discover how to make your own firm a great place to work.
The Extraordinary Managing Partner (2011) (Table of Contents)
John J. Michalik, J.D.
What does it take to become an extraordinary managing partner?
This book, the third in the Extraordinary Series, is about the ingredients of managing partner success; it is about the critical responsibilities of the position; and it is about not just adequately filling the role but scaling the heights and reaching the pinnacle of law firm management.
While the vast majority of managing partners do very well, this book is intended to provide--from a variety of knowledgeable perspectives and with an eye toward the unique context of individual firms--insights, food for thought and ideas for moving from "very well" to highly effective and extraordinary.
The Forensic Accounting Deskbook (2011) (Table of Contents)
Miles Mason, Sr., JD, CPA
Forensic accounting can help family lawyers win case and help their clients keep money which might otherwise be taken from them by the difficult and confusing divorce process. To help you understand the practice of forensic accounting and business valuation and apply it to your family law cases, The Forensic Accounting Deskbook provides a basic introduction to the core financial concepts in divorce, such as asset identification, classification, and valuation, income determination, and expenses.
Writing in a clear, accessible style, author Miles Mason, both an attorney and CPA, gives step-by-step explanations of these "how to" mechanics and also explores higher-level strategic concerns appropriate for high-asset and high-conflict cases. He connects the dots and fills in the gaps among the interrelated topics involved in divorce, from methodology to testimony.
From Metropolis to Mayberry (1996)(Table of Contents)
Phillip C. Williams
Starry-eyed readers who may have bought the media myths about Mayberry, Cabot Cove, or any other small-town Shangri-la may be disappointed by my dwelling on the gloomier aspects of small-town life. Such readers should remember that the maxim “Watch your step” can be as useful in a cow pasture as it is on a crowded sidewalk. They should also keep in mind that life in a genuine small town—an elusive entity that I try to define in Chapter 1—simply may not be for them. The time to discover that is now, before you find yourself marooned in misery in Boondocks, U.S.A. Possibly what you want is a less drastic change of scene—a smaller city, for example, or one in what is to you more hospitable terrain. This book can help you find out. Part One is devoted to helping you make the elementary decisions: Do you want to live and practice in a small town? If so, where? Part Two lays out a few ugly truths about most small towns: don’t commit yourself to this lifestyle without knowing these facts.
Getting Started (1996) (Table of Contents)
Arthur G. Greene (Editor)
As with other LPM Publishing titles, Getting Started: Basics for a Successful Law Firm provides practical advice from lawyers and consultants who have experienced and dealt with the problems associated with the formation of a new law practice. The first steps for lawyers in any law practice is to accept the idea that many, if not all, of the problems a firm may encounter can be anticipated and addressed in advance, avoiding serious disputes and potential litigation later. In this light, editor Arthur G. Greene and his steering committee of Robert J. Arndt, Ezra Tom Clark Jr., Richard Feferman, and Gerry Malone have fashioned an invaluable resource for all lawyers who practice law together as owners of a legal business.
Green Law Firms (2008)
Association of Legal Administrators
John S. Kirk CLM and Regina Maciula CLM, SPHR
Corporate America is becoming heavily committed to "Going Green," one of the fastest developing trends in the U.S. Learn about the ABA-EPA Law Office Climate Challenge Program and the U.S. Green Building Council's LEED Rating System, and look at strategies to enhance worker productivity, reduce absenteeism, and lower energy and supply costs.
Growing your Law Practice in Tough Times (2010) (Table of Contents)
Edward Poll, J.D., M.B.A., CMC
Following the worst economic crisis since the Great Depression, and facing a sea of change in clients’ demands and expectations, law firms must respond and adapt quickly and effectively. Law firms must choose the kind of law practice they will be; the marketing and business development tactics they will use; the overhead that is critical to their functioning; how to price, bill and collect for services; and how to manage the cash flow cycle. Success lies in identifying and capturing the right kinds of clients, providing the services those clients need in ways that add value, and ensuring prompt payment and the ability to grow profits. This book, based on the experiences of the author and his clients over 20 years of coaching and consulting, provides the keys to successfully thriving in the new era.