Dogmatic rather than pragmatic leadership will prevent law firms from adjusting to the changing circumstances in the legal market, but incorporating more reflective time into day-to-day operations can make a difference, writes Keegan Luiters.
Q&A with Catherine Henry: "The senior leadership team agrees that we are not a law firm that employs people. We are a people firm that employs lawyers."
In our Q&A, Catherine Henry, founder of Catherine Henry Lawyers, explains the satisfaction she gets from assisting clients in the health and aged care space, why it is so crucial to provide outstanding legal services to regional areas, and how bringing in a CEO and advisory board has transformed her firm.
Following professional conduct rules may seem straight forward, but it’s easy for solicitors to miss the red flags which can jeopardise their career, writes Annette Beashel.
Q&A with Shona Tarulli: "The truth is that I suffer from imposter syndrome, so I'm always working that little bit harder to prove myself."
In our Q&A, Shona Tarulli, founder and director of Tarulli Lane, explains the key to her fast growth as a sole practitioner, how mentoring has helped her career trajectory, and why she thinks property law is sexy.
If firms want to prosper in the new year, they need to use data more wisely to inform decision-making and insist on more regular forms of rest and recovery for their staff, writes Leonie Green.
Q&A with Holly Mylne: "I've found that business often grows when I delegate because it frees up my time for more of the money-generating work."
In our Q&A, Holly Mylne, principal and founder of Blossom Lawyers on the Gold Coast in Queensland, explains how her firm has carved out a strong niche in education law, and why she is a big advocate of sharing the workload.
Errors with pricing for legal work are inevitable, but providing clarity around fees and the value proposition that your firm delivers will go a long way to keeping clients happy while boosting your bottom line, writes Colin Jasper.
Q&A with Bruce McFarlane: "In setting up BlueRock, our founder wanted the wealth to be shared between people."
In our Q&A, Bruce McFarlane, CEO of the BlueRock Group and Managing Director of BlueRock Law, explains the growth benefits of a multidisciplinary firm and why the key to a successful future involves maintaining a fun culture.
Empowering more junior staff to take responsibility for legal matters and contribute to the business in non-legal areas is at the heart of a new ‘cluster’ model for law firms, writes Demetrio Zema.
Mark Andrews urges law firm leaders not to under-value face-to-face interaction and technology-free meetings, despite the rise of Zoom and Microsoft Teams.