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Category Archives: Managing Change
The 10 Commandments for New Partners
I’ve had the great pleasure of working with a number of inspirational managing partners, particularly on programmes designed to help senior associates transition successfully to their new role as partners. Here is my synopsis of some of the best advice … Continue reading
Posted in Leadership and Management, Managing Change, Networking, Strategy
Tagged 10 commandments, law, Law Firms, Leadership, new partners
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A plea to senior associates to step up to the plate….
The job of a senior associate is one of the hardest roles in law firms. They are sort of squeezed in the middle. Being asked to do things by clients, partners and juniors. But often not clear exactly what is … Continue reading
Posted in Leadership and Management, Managing Change
Tagged accountability, Leadership, mentoring, responsibility, role, senior associate
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A plea to stingy clients – written by John Ruskin in the 19c, yet relevant to today’s market
Some useful advice to law firms on pricing…. “There is hardly anything in this world which some man cannot make a little worse and sell a little cheaper and the people who consider price alone are this man’s lawful prey, … Continue reading
Posted in Business Development and Selling, Fee Negotiating, Managing Change, Networking
Tagged Law Firms, pricing
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Building a Successful New Practice Group – a detailed study into why most initiatives fail and the factors critical for success
Most firms are finding it difficult to build new practice groups and are disappointed at the rate of progress. Many blame the fact that their firm’s ‘brand name’ works against them. But we were not sure that was a valid … Continue reading
How to Create a Successful Business Development Culture in Law Firms
It’s your heads of practice groups that should drive BD activity – or else they might drive away your best associates Client partners and heads of practice areas play a key role in influencing the BD performance of the people … Continue reading
Cross Selling Doesn’t Work – the culture and rewards in most firms work against it!
My thesis on cross selling is quite simple – it doesn’t work in most firms because the culture and metrics/rewards work against it happening. One of the most fundamental influences on the culture of a law firm is the basis … Continue reading
Should senior support staff in professional service firms see their role as that of an internal consultant?
I’ve run 3 different BD functions in professional service firms and tended to see the role as an internal consultancy. But this was probably because I’d spent 6 years as a management consultant in Deloitte working with timesheets and FTSE … Continue reading
25 Ways to Make Your BD Efforts More Effective – including 5 specific initiatives that I know work
Having run three different in-house BD functions and having had responsibility for delivering value, I offer these ideas for improving marketing effectiveness. Some of them are high level and others are rather more specific. Some are about getting the thinking … Continue reading
Tony Reiss 
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