The headlines are beginning to paint a pretty clear picture: many law firms worldwide are taking more aggressive action in response to their COVID related economic challenges.
As part of an effort to create a cash buffer to weather current or anticipated pressure brought about by the virus, firms are focusing on containing revenue loss
Virtually all law firms have had to adjust business practices to address the pandemic’s impact. Whether working remotely, refocusing or changing firm economics, making personnel moves, or partnering with clients more, today’s challenges have fundamentally changed the way law firms operate. For the law firms grappling with too many upheavals in their world, crisis looms.
In last week’s post, we explored the surprise loss of a law firm leader. Today I want to suggest an orderly approach to this inevitable event.
The Zeughauser Group conducted a survey that included several interesting issues. Three observations related to planning for the long-term health of the firm struck me.
· When describing
The pandemic has caused an unprecedented change to the practice of law for many law firms. Since March, the delivery of superior client service has required a new way of thinking and a little bit of scrambling. Yet after a couple of months living in the Covid-19 world, some law firms feel a new normal
Law firm crisis typically brings financial pressure. Reduced demand, slow-paying clients, and now due obligations incurred in better times are but a few of the hallmarks of crisis. As bad as these things can be, the strain can intensify quickly when the
“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
