Scott D. Rechtschaffen Focus Areas Overview
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Management the MAGAZINE of the ASSOCIATION of LEGAL ADMINISTRATORS
SEPTEMBER 2017 LEGAL VOLUME 37 • ISSUE 8 MANAGEMENT THE MAGAZINE OF THE ASSOCIATION OF LEGAL ADMINISTRATORS MARIJUANA MAKES AN IMPACT ON LEGAL Laws are rapidly changing, presenting challenges — and great opportunities — for law firms. Staying the Course: How to Conduct Stay Interviews Prime Your Workplace for Diversity and Inclusion LEGAL SEPTEMBER 2017 MANAGEMENT VOLUME 37 • ISSUE 8 FEATURES HUMAN RESOURCES MANAGEMENT BY KYLIE ORA LOBELL LEGAL MANAGEMENT STAFF MARIJUANA MAKES AN IMPACT ON LEGAL 21 .......................................................................... PUBLISHER Laws are rapidly changing, presenting challenges — and great opportunities — for law firms. Oliver Yandle, JD, CAE LEGAL INDUSTRY/BUSINESS MANAGEMENT BY STEPHEN COLE [email protected] OUTSOURCING TO ENHANCE YOUR FIRM’S RESOURCES AND CLIENT VALUE ....................26 EDITOR-IN-CHIEF As legal markets continue to shift, outsourcing can provide some stability. Theresa Wojtalewicz HUMAN RESOURCES MANAGEMENT BY CAROL E. CRAWFORD, SPHR, SHRM-SCP [email protected] STAYING THE COURSE ..............................................................................................................17 MANAGING EDITOR Conducting stay interviews can help you better understand and retain your best talent. Valerie A. Danner [email protected] COLUMNS ASSOCIATE EDITOR BIG IDEAS: A MESSAGE FROM ALA’S PRESIDENT ....................................................................4 The Spirit of Giving Kate Raftery [email protected] BP PERSPECTIVE ..........................................................................................................................6 -
Knowledge Management in the Legal Profession October 22-23, 2014 ~ SUNY Global Center ~ State University of New York ~ New York, NY
Ark Group’s 10th Annual Knowledge Management in the Legal Profession October 22-23, 2014 ~ SUNY Global Center ~ State University of New York ~ New York, NY So what have we learned in the last 10 years (since Ark began hosting its annual KM conference)? Were the expectations unreasonable? Did we act on what we said our Featuring Key Contributions From: priorities would be? Have we delivered KM, or have we redefined it? Larry Prusak, Researcher, Consultant (was Founder/ Clearly, KM has not been left behind or subsumed into other support functions. Executive Director of the Institute for Knowledge Management - IKM) However, KM must continue to evolve in step with changing working practices and behaviors in order to meet and exceed changing expectations of lawyers and their Joshua Fireman, Founder & President, clients–rather than constantly seek innovation for the sole purpose of redefining the Fireman & Company future of the function itself. Ron Friedmann, Fireman & Company The convergence of technology and economics has triggered new market demands, Jeffrey S. Rovner, Managing Director for Information, providing the legal industry with unprecedented opportunities to reshape how lawyers O'Melveny & Myers LLP engage with clients and each other. Adam Bendell, SVP, Strategic Development, FTI Consulting What is the role of Knowledge in client development? Can KM bridge the gap between Peter Krakaur, Business Advisor & Principal, PK Consulting Marketing and Sales by translating “know-how” into products or services that can be commercialized for client development—refining the “knowledge advantage” in ways Julia Randell-Khan, Head of International Client Development, Freshfields Bruckhaus Deringer LLP (UK) that differentiate the firm from the competition? What is the role of Knowledge in professional development? Can we stretch the Meredith L. -
Key Agreed Principles to Strengthen Corporate Governance for U.S
KEY AGREED PRINCIPLES to Strengthen Corporate Governance for U.S. Publicly Traded Companies Published by: National Association of Corporate Directors® Key Agreed Principles to Strengthen Corporate Governance for U.S. Publicly Traded Companies © Copyright 2009 National Association of Corporate Directors Two Lafayette Centre 1133 21st Street NW, Suite 700 Washington, DC 20036 (202) 775-0509 www.nacdonline.org Download a copy of the Key Agreed Principles at www.nacdonline.org/keyprinciples Permission is hereby granted to download, store in machine readable form, and print these Principles provided that NACD is cited as follows: “Reprinted with the permission of the National Association of Corporate Directors. Copyright National Association of Corporate Directors, 2009. Reference: Key Agreed Principles to Strengthen Corporate Governance for U.S. Publicly Traded Companies.” All other rights are reserved. Director of Research, Peter R. Gleason Chief Knowledge Officer, Alexandra R. Lajoux Research Manager, Kurt L. Groeninger Associate Editor, Suzanne L. Meyer Design by O2 Collaborative Inc ISBN 978-0-943176-43-7 CONTENts Introduction 2 From the National Association of Corporate Directors 3 From The Business Roundtable 4 The Key Agreed Principles 5 Principle I: Board Responsibility for Governance 7 Principle II: Corporate Governance Transparency 8 Principle III: Director Competency & Commitment 9 Principle IV: Board Accountability & Objectivity 10 Principle V: Independent Board Leadership 11 Principle VI: Integrity, Ethics & Responsibility 12 Principle VII: Attention to Information, Agenda & Strategy 13 Principle VIII: Protection Against Board Entrenchment 15 Principle IX: Shareholder Input in Director Selection 16 Principle X: Shareholder Communications 17 OVER THE past DECADE, a host of detailed corporate governance best practice recommendations have arisen from a variety of organizations representing the views of shareholders, management, and directors. -
Is Legal Practice Management Software Worth It?
Is Legal Practice Management Software Worth It? The Risk of Not Choosing the Right Legal Software Table of Contents 1. Calculate True Value ...................................................... 4 2. Organizational Solutions with LPMS .................................. 6 a. Matter Management ................................................................... 6 b. Communication Management ....................................................... 7 c. Form Library ............................................................................ 8 d. Legal Calendaring ..................................................................... 8 e. Integrations Tools ...................................................................... 9 3. LPMS Improves Productivity .............................................. 11 a. No-Click Time-Tracking Software .................................................... 11 b. Legal Document Generation and Assembly ...................................... 12 c. Legal Tasks and Workflows .......................................................... 13 d. Mobile App ............................................................................. 14 4. LPMS Improves Profitability .............................................. 15 a. Legal Billing Software ................................................................. 15 b. Law Firm Insights ..................................................................... 16 5. World Class Support ................................................... 17 6. Is It Worth It? ................................................. -
The Demise of Knowledge Management Executive Leadership: an Empirical Study of Leading Companies That Have Changed Their Knowledge Management Strategies?∗
Management Studies, Sept.-Oct. 2016, Vol. 4, No. 5, 227-236 doi: 10.17265/2328-2185/2016.05.005 D DAVID PUBLISHING The Demise of Knowledge Management Executive Leadership: An Empirical Study of Leading Companies That Have Changed Their Knowledge Management Strategies?∗ Harold Dennis Harlow Wingate University, Wingate, USA Knowledge management is increasingly under attack to show returns on investments and profitable business outcomes. While many companies retain their executive leadership as chief knowledge officers (CKOs) and vice presidents of knowledge management, the trend toward appointing CKOs that developed in the late 1990’s has been reversed at many companies and a new trend is to assign the strategic functions of knowledge management to the chief information officer (CIO). This new strategic approach has many ramifications that determine if the firm will be able to meet not only short-term objectives but firm mission strategic outcomes as well. This paper researches over 100 knowledge management executives respondents in a broad cross-section of medium and large US industries and organizations to question why the shift is occurring and what the strategic basis is for this shift? The results of this study clearly show that there are pros and cons to make this strategic shift and that many firms are doing so with little actual factual knowledge of the strategic effects on performance or intellectual capital formation. This paper and empirical firm performance and patent research is designed to give that top manager (CEO) the appropriate information to make rational decisions based on facts when considering eliminating or consolidation of CKO into the CIO function. -
Knowledge Management, CKO, and CKM: the Keys to Competitive Advantage
THE MANCHESTER REVIEW • DOUBLE ISSUE 2001 • VOLUME 6 • NUMBERS 2 AND 3 Knowledge Management, CKO, and CKM: The Keys to Competitive Advantage By John M. Leitch and Philip W.Rosen To compete well in the emerging economy, it is imperative exchanged ideas about their most effective tech- that firms improve the effectiveness of their knowledge niques in a collaborative learning experiment. processes. Knowledge management, the chief knowledge The result: a 24 percent drop in their overall officer, and the certified knowledge manager are the tools mortality rate for coronary bypass surgery, or 74 with which to improve these processes. fewer deaths than predicted. This story highlights the use of several knowledge Knowledge Management Saves Lives! management concepts: knowledge sharing, trust, and The following story appears in Working Knowledge the use of best practices to achieve the ultimate return by Tom Davenport and Larry Prusak: on investment—saving lives. In addition, the use of knowledge management initiatives increased the sur- geons’ market share by giving them a competitive In 1996, teams of leading heart surgeons from advantage over surgeons with a higher mortality rate. five New England medical centers observed one Knowledge management initiatives can bring that another’s operating-room practices and competitive advantage to your organization. John M. Leitch is a program manager for Syracuse Research Corporation. He is currently providing leadership, systems engi- neering, and knowledge management (KM) expertise to the U.S. government. Prior to that, he spent 13 years as an Army officer in the infantry, armor, and military intelligence fields. Some of his Army KM experience includes duties at the Army’s National Training Center facilitating small-group learning, duties as a Jumpmaster in the 82nd Airborne Division sharing critical airborne knowledge, and various intelligence assignments responsible for getting the right information to the right people at the right time to save lives. -
2017 Law Practice Management Syllabus
Law Practice Management George Mason University School of Law Fall 2017 Instructors: David Ginsberg and Robert Feisee Telephones: 703-934-1480 and 703-654-6019 E-mails: [email protected] and [email protected] Professor Ginsberg is a founding partner in a family law firm in Fairfax, Virginia. Professor Feisee is the founding partner in a trusts and estates firm in Ashburn, Virginia. Both Professors are 1996 graduates of the George Mason University School of Law. Required Texts: Law Practice Management: Materials and Cases (4th Edition) (Introduction to Law Practice: Organizing and Managing Legal Work) by Gary A. Munneke and The E- Myth Revisited by Michael Gerber. Course Purpose: This course was created for students who plan to enter private practice as a lawyer or firm manager. The course is designed to help students identify and develop solutions to management and business issues that arise in law practices. The course offers practical advice and guidance regarding the management of your practice regardless of the firm size that the student plans to join. Course Policies: Introduction: Law Practice Management is a two credit, one semester course that will meet for two hours once a week. The course is designed to provide you with a foundation in law practice management. It will expose you to all aspects of the administrative and business side of a law firm whether you want to hang a shingle or become a partner in a medium to large size firm. It will acquaint you with the practical and ethical issues surrounding billing, trust accounts, and collections; marketing for lawyers, and client interaction from the initial consult to conclusion of representation. -
Materials Available from the Practice Management Assistance Program Check-Out Library
MATERIALS AVAILABLE FROM THE PRACTICE MANAGEMENT ASSISTANCE PROGRAM CHECK-OUT LIBRARY Business Planning Firm Organization & Dissolution Career Advancement & Satisfaction Management & HRPersonal Finances & Client Development & Relations Retirement Planning Ethics, Professionalism & Risk Substantive Law Practice Aids Management Surveys Financial Management Technology Billing Business Planning Anatomy of a Law Firm Merger: How to Make or Break the Deal, 3rd edition, Hildebrandt International (ABA - 2004) This book was written to help firms decide whether they should consider merger, why merger might or might not work, and how to go about making the decision to merge and ultimately integrating the merged firms. Attorney and Law Firm Guide to the Business of Law: Planning and Operating for Survival and Growth - 2nd edition by Edward Poll (ABA - 2001) Completely overhauled comprehensive guide to developing, implementing and evaluating a law firm business plan, law firm financial management, client development, employee management, and more. Business Competency for Lawyers: A LawBiz Management Special Report by Edward Poll (LawBiz® Management Company - 2006) This is a quick, easy read for any busy lawyer on the go. Learn Ed's A to Z basics for managing and running a successful law business without getting into too many details. From managing your cash flow and collections process to weighing the ROI of your technology purchases, this book will give you the essentials on how to make more profitable decisions concerning every part of your law -
Moving Toward a Concierge Practice
Mary E. Vandenack: The Evolution of Innovation, Technology and Estate Planning: Moving Toward a Concierge Practice “The American Bar Association is encouraging states to innovate as to how legal services are delivered. Various states are exploring alternate business structures, alternative providers, and other innovations in legal services. The pandemic had a significant impact on the delivery of legal services and marketing of such services. There are various law firm models evolving in response to industry changes. One model to consider is that of the highest level of service – the concierge model.” Mary E. Vandenack provides members with commentary on how the pandemic has resulted in law firms adopting existing technologies and getting serious about innovation in the delivery of legal services and offers ideas for trust and estate lawyers to be part of the movement forward. Mary E. Vandenack is founding and managing member of Vandenack Weaver LLC in Omaha, Nebraska. Mary is a highly regarded practitioner in the areas of tax, high net worth estate planning, benefits, asset protection planning, executive compensation, equity fund development, business and business succession planning, tax dispute resolution, and tax-exempt entities. Mary’s practice serves businesses and business owners, executives, real estate developers and investors, health care providers, companies in the financial industry, and tax-exempt organizations. Mary is a member of the ABA Real Property Trust and Estate Section where she serves as a member of Council and Planning. Mary is also active in the ABA Law Practice Division where she currently serves as Vice Chair of Law Practice Magazine and Secretary for the Division. -
Managing a Law Practice: What You Need to Learn in Law School
Pace Law Review Volume 30 Issue 4 Summer 2010 Article 7 Showcasing Pace Law School Scholarship June 2010 Managing a Law Practice: What You Need to Learn in Law School Gary A. Munneke Pace University School of Law, [email protected] Follow this and additional works at: https://digitalcommons.pace.edu/plr Part of the Legal Profession Commons Recommended Citation Gary A. Munneke, Managing a Law Practice: What You Need to Learn in Law School, 30 Pace L. Rev. 1207 (2010) Available at: https://digitalcommons.pace.edu/plr/vol30/iss4/7 This Article is brought to you for free and open access by the School of Law at DigitalCommons@Pace. It has been accepted for inclusion in Pace Law Review by an authorized administrator of DigitalCommons@Pace. For more information, please contact [email protected]. Managing a Law Practice: What You Need to Learn in Law School Gary A. Munneke* I. Introduction Every lawyer must be an effective manager in order to become and remain competent. This simple, but fundamental truth has implications not only for the practice of law, but for the process of legal education as well. In an era of intense competition, lawyers must demonstrate competence in order to succeed, but the acquisition of competence is not always easy to attain. This is because the integral role of practice management as a key element of competence has not been fully appreciated by educators or the practicing bar. In 1991, however, the American Bar Association Task Force on Law Schools and the Profession: Bridging the Gap (popularly known as the MacCrate Task Force) articulated a statement of fundamental lawyering skills and values.1 The MacCrate Task Force Report (“MacCrate Report”) identified “Organization and Management of Legal Work” among those fundamental skills.2 The report also described the acquisition of professional skills and values as a learning continuum that begins long before law school and extends throughout a lawyer’s 3 professional life. -
LAW FIRM MANAGEMENT Professor Michael L. Spekter Fall Semester 2015 Syllabus
LAW FIRM MANAGEMENT Professor Michael L. Spekter Fall Semester 2015 Syllabus Law Firm Management has been designed to assist you in developing the skills you will need to succeed in the practice of law– it will hopefully help you learn what you need to know to run a successful legal services business and a successful law firm. The class is both substantive and practical, but will be unlike any other course that you have taken in law school. I have designed the course to be instructive, thought provoking and entertaining. The law firm management course was created for law school students who plan to enter private practice as a lawyer or firm manager. Some of you may be planning to just hang out a shingle and go it alone; others may be joining small firms already in existence where every lawyer is involved in firm management to a greater or lesser degree; others may be uncertain about career plans, but intend to learn about practice as an alternative that they may consider. IMPORTANT: This year the text for the course is Introduction to Law Practice: Organizing and Managing Legal Work, Fourth Edition, Gary A. Munneke, West Publishing 2012, ISBN978-0-314-27645-2. This book is available in paperback only for $110 (approximately) and also is available as a download from Thomson West at a reduced price. It is also available on Amazon.com for approximately $104 new and $88 used! (Please be sure to obtain the latest (4th edition) which has been ordered and is available in the bookstore. -
Looking for a Legal Software Solution? Here Are 4 Options
October 28, 2020 - Jennifer Faivre Looking for a Legal Software Solution? Here Are 4 Options It’s been two years since I last wrote about legal software solutions. Since then, I’ve learned about some new options that are worth a look. My latest list includes practice management, case management and customer relationship management systems. These involve: ● Practice management solutions — These handle the entirety of the firm’s business functions, including accounting, reporting and marketing. ● Case management systems — These focus on the firm’s internal needs regarding the processing and storing of case and client data. ● Customer relationship management (CRM) software — This technology helps you Jennifer Faivre manage your business relationships effectively and assists with the logistics of handling CRM & Rankings Research your prospect and client relationships (including automated contact management and 970.596.0259 progress tracking), allowing you to manage leads and extract data to help you analyze [email protected] relationships, your sales pipeline, and your success rate with leads and clients. Regardless of the type of system you are looking for, you’ll want to do your homework and follow best practices to ensure you get the right system. This entails defining your needs and goals, taking the time to do research, and then demoing a short list of products. These offerings are just a small representation of the overall marketplace. Jaffe has no conflicts of interest with any of these companies. Note, too, that the list below was compiled after we looked at product websites, multiple product reviews and user reviews. The product specifications here are the most up to date to our knowledge, but keep in mind that developers are constantly updating their products.