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Framework targets sexual harassment in legal profession
Strategy &Leadership
Getting your team on the balcony to promote adaptability
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.
Professional independence – can you spot when yours is at risk?
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.
Rest, review and rewire – why you should take a data-informed approach to 2022
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.
How sophisticated is your pricing? Answer these 10 questions to find out
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.
Doubling down on a decentralised legal model
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.
From in-person to remote to hybrid meetings – why the focus is shifting
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.
Is bigger better? 5 areas where it pays to have scale
Smaller, market-leading law firms have proven over the years that size is not a pre-requisite for success, but there are some areas where scale can be an advantage, writes Joel Barolsky.