Every month or so there is an article or BLOG about law firm culture. According to Forbes Magazine references to “culture” in leading business publications have leaped from under 500,000 in 2019 to well over two million in 2021. What I hear from my clients is that the concept of culture is too fuzzy and soft for them.  What does culture have to do with PPP, hard financial analysis, tracking successes and failures?   At the same time, they want sustained firm growth, top and b

When law firm leaders ask for recommendations on how to grow their firm we start the discussion at a high level. Most firms adopt one or more of the same growth strategies: Markets, clients, services, location, economics and/or competitors. In many cases, you can apply well-known checklists to evaluate the strengths and weaknesses of each strategy.

More and more of my meetings with managing partners start like this:  I’m worried about the Firm’s growth.  Our corner-stone clients are asking for write-downs, we lost out to our top competitor on a couple of summer interns and a lateral recruit, our revenue is flat over the last couple of years and our top rain maker is threatening to leave if we don’t match our market’s net partner income.  How can I get everyone pulling together in the same direction, with the same enthus