Framework targets sexual harassment in legal profession

As law firms seek to solve workflow issues through the use of legal technology, it makes sense for them to better use tools with which they are already familiar, but which they probably haven’t been using to their full advantage, writes Graeme Grovum.

Law firms need to start considering the competence of their lawyers in a way that goes beyond mere technical skills to include equally important factors such as their wellbeing and stability at home, writes Jordan Furlong.

Leadership and management skills are both important assets for a firm to succeed, but recruitment and development of employees should be based on the specific leadership tasks that need to be performed, writes Keegan Luiters.

Old ways of thinking will not cut it for law firm leaders at a time when artificial intelligence is changing the legal landscape, while new skills such as curiosity and creativity will separate the best leaders from the pack, writes Daljit Singh.

In our Q&A, Sean King, co-founder and director of Canberra-headquartered professional services firm Proximity, explains why an integrated service offering and multidisciplinary teams have been the driving force behind the business’s growth, and how a rebranding initiative has set the tone for the future.

As the year unfolds, firms should be flexible with their learning and development planning and ensure that they listen to feedback and adapt and improve any initiatives along the way, writes Leonie Green.

In the first session of the new World Masters Webinar Series, leading law firm consultant Joel Barolsky explains why leaders should use the COVID-19 crisis as a time to challenge their business model and potentially pursue growth opportunities, rather than going into hibernation.

In an effort to increase the net worth of their law firm, smart partners should be paying more attention to five important intangible assets on their often-neglected balance sheet, writes Joel Barolsky.

The decisive actions of some political leaders and the fallout for many firms from COVID-19 has challenged many business assumptions and provided lessons and inspiration for law firms as they seek to emerge from the pandemic with new and better ways of operating for employees and clients, writes Keegan Luiters.

In this Q&A, Resolve Estate Law principal Zinta Harris explains how she is trying to change the approach to contested estates law, and why she renamed her successful former firm as part of a rebranding initiative.

Many legal practices become unviable because the principals to do not adequately understand the need for genuine profitability and liquidity, but they can turn it around by focusing on some simple fundamentals, writes Rob Knowsley.