“If you throw a frog in a pot of boiling water, it will hop right out. But if you put that frog in a pot of tepid water and slowly warm it, the frog doesn’t figure out what is going on until it’s too late…” Stephenie Meyer
Much like the boiling frog, if a
Covid-19 has impacted virtually all law firms. A few firms have benefitted, some have suffered catastrophe, while the bulk of firms fall somewhere in the middle and forge ahead as best they can.
Whether leadership for this third group is plugging a leaky dike or simply boosting morale, the focus on short-term survival is a
Three points in a law firm’s development will demonstrate the degree to which law firm owners share common values and aspirations:
Typically, when a firm is formed, two, three or maybe a
Regardless of degree, Covid-19’s impact on law firms is near universal. Some firms have been impacted so severely that crisis is their reality. Confronted with a do or die situation, strong leadership fights to bring back normalcy. Failure can mean disaster.
Leaders used to positive law firm performance can find themselves uncertain about their new
The economic turmoil driven by the coronavirus has impacted virtually every law firm — some more significantly than others. Unfortunately, the pain has only begun for many. The demand for many transaction related practices is likely to be off for an extended period, and though most expect demand for litigation services to be steady, the
The COVID-19 pandemic has had an enormous impact on businesses world-wide. Law firms have been no exception. A relative handful of firms are enjoying an increase in demand for their services. For these firms, primary challenges relate to maintaining a safe work environment.
Covid-19’s harmful impact on some law firms shows in reduced client demand, delayed or reduced receivable realization, and production inefficiency. While those consequences may be understandable in light of the pandemic, third parties that expect fulfillment of promises and obligations may not be totally sympathetic. Some grace may be extended, but it is neither assured
As law firms (and businesses generally) confront the growing financial challenges associated with the Covid-19 crisis, a plan for an escalating response is necessary. The appropriate answer for a particular law firm will depend on its current and projected condition and its culture, but consider the following as you develop your plan.
Government assistance –
Covid-19 and its implications for law firm stability is being experienced industry-wide. The fallout has many firms in full-on crisis. Reduced draws, layoffs or furloughs, expense reduction, stimulus loans have become an all too common part of the survival mix. Resorting to these tools can help little if strong leadership fails to rise to the
During periods of crisis and economic uncertainty, the old saying “cash is king” is the appropriate mantra for most businesses. Maintaining the liquidity necessary to stay in business is now job #1 for law firm leaders.
To say that the economic fallout associated with Covid-19 is causing a decrease in cash inflow is an enormous
