Lateral hires can increase a firm's practice capability, profits and culture. On the other hand, they can represent an investment of time and money that was not well spent. Join this session to gain insight and tools to recruit and retain the right laterals for your firm. Determine how to distinguish between opportunistic and targeted lateral hiring, and learn how to develop compensation standards that reflect the culture of your firm and its priorities—and still remain market competitive.
Determine and negotiate the right compensation agreement for both parties (law firm and lateral), including sharing the risk of promised originations
Evaluate creative compensation and benefit structures
Analyze how and why to get more conscious involvement in the lateral hiring process from firm management
Incorporate dual due diligence at an early point in the process
Audience: Attendees should be seasoned administrators with knowledge of the financial implications of lateral acquisitions.
75 Minutes * CPE Field of Study: Management Advisory Services * Audience: A
Speaker: Martha Ann Sisson, J.D., with Garrison & Sisson, collaborates with law firms, corporations and other non-firm consumers of legal counsel in structuring and enhancing their search efforts for associate, partner level and practice group additions. Her practice also focuses on working with individual attorneys and practice groups in evaluating and obtaining opportunities most compatible with their interests and practice needs. Sisson regularly participates in local and national bar association panels and speaks at NALP and WALRAA sponsored programs.
The thought of succession planning often causes negative reactions, and occasionally, fear. But it's essential to the future—and the strength—of the firm. The speakers in this session will help dissipate those reactions as the panel discusses their planning, implementation and end result of their successful leadership succession.
Assess when to execute a succession planIdentify what works and what doesn'tAnalyze the impact of internal and external changes
Recognize the importance of incorporating strong public relations initiatives
Evaluate the end result of the new leadership
Audience: Attendees should be seasoned legal administrators with a working knowledge of law firm succession planning.
75 Minutes * CPE Field of Study: Business Management and Organization * Audience: I
Barbara A. Foley, CLM, is Chief Operating Officer of RatnerPrestia, PC in Valley Forge, Pennsylvania, an intellectual property firm. Foley has worked in the legal industry for more than 20 years. She has served in numerous ALA leadership positions and was the ALA Region 1 Director. She has also been a frequent speaker at ALA Conferences and contributor of articles relating to law firm management.
Paul F. Prestia, Esq., RatnerPrestia Senior Counselor & Strategic Advisor, co-founded the firm and led its development as a nationally recognized intellectual property law firm, that is highly regarded for its technical skills and professionalism. His awards include the highest recognition for Pennsylvania IP lawyers by Chambers USA and Pennsylvania Super Lawyers, the Distinguished IP Practitioner Award of the Philadelphia Intellectual Property Law Association and a Distinguished Service Medal of the Linn IP Inn Alliance of the American Inns of Court.
Jonathan H. Spadt, Esq., is the Chief Executive Officer and President of RatnerPrestia. He is widely recognized for his strong passion that the firm deliver consistent, high quality client service. Spadt's leadership has led to new domestic and international relationships, geographic expansion of work on three continents, and a rise in the number of quality businesses and institutions that trust RatnerPrestia to advise them on their intellectual property matters.
The 3 Strategic Tools (3ST) is a program designed and customized to assist your teams and leaders to build, motivate, inspire, develop and prepare teams and individuals to move forward with the greatest results immediately and over time. Join this dynamic program to learn a strategic and results-focused process in building business, developing people and engaging teams to collaborate, support and change the work environment to the highest performing stage of success.
Determine how the 3ST program results in better engaged employees
Apply the steps to improve performance
Explain the ways in which 3ST creates an environment of empowered and energized individuals and teams for immediate and long-term results
Audience: Attendees should be seasoned administrators in law firm management and team leadership.
CLM App Credit: Organizational Development * 90 Minutes * CPE Field of Study: Business Management & Organization * Audience: A
Speaker: Jeri Schultz, Director for the Institute of Leadership and Professional Development for Maryville University, is known for her state-of-the art leadership business tools and techniques. From her expertise in marketing, sales, retailing, higher education, and healthcare to her early expertise as a blue-collar worker and then to many Fortune 500 companies, she has successfully experienced and shared it all through her customized deliveries and facilitation.
The law office structure is changing more rapidly than anyone can follow. Administrators have to lead in-house and virtual employees, administrative staff, paralegals, lawyers and even their own partners. How can you get lawyers to keep up with these changes? How can you get "buy-in" and commitment on projects? Are you able to inspire and motivate others? To sum it up: Are you the leader that you would want to follow? Find out here.
Assess contemporary management structures and determine which structure is appropriate for each situation
Examine the different leadership techniques for managing in-house and virtual employees
Analyze the varied leadership styles for leading professional staff, administrative staff and lawyers
Transform yourself into a model leader for your firm
Audience: Attendees should be seasoned administrators with a working knowledge of leadership principles.
CLM App Credit: Organizational Development * 75 Minutes * CPE Field of Study: Business Management & Organization * Audience: A
Speaker: Dr. C.K. Bray is the Global Vice President of Organizational Development and Talent Management for Gambro Inc. He also runs a consulting company servicing Fortune 500 companies to mom and pop shops. Bray was the founding director of the Organizational Leadership Degree Program at the University of Central Oklahoma.
Law firms should consider legal project management (LPM) a vital key to profitability, especially in light of clients' increasing demands for alternative fee arrangements and cost containment. LPM can increase the predictability of fees and costs, minimize or eliminate surprises, reduce write-downs and write-offs, and improve communications with clients while focusing on the clients' true needs. Join this session to learn how your firm can use LPM to increase its profitability.
Determine the difference between project management, case management and operations management
Summarize current trends in how clients compare and measure legal services
Determine the challenges of incentivizing efficient services
Design efficiencies with resource allocation and time estimations, and produce reports on how efficiently your timekeepers are working
NOTE: To receive a brief survey prior to the conference, please be sure to select this session on your Session Preference Form when you register.
Audience: Attendees should be seasoned administrators with a working knowledge of law firm financial operations and management, profitability, and write-off and write-down trends of the firm.
75 Minutes * CPE Field of Study: Management Advisory Services * Audience: A
(Participants are encouraged to attend the other two sessions in this series, Monday, FM12 Profitability 101, 11:15 a.m.–12:30 p.m. and Tuesday, FM20 Profitability via Knowledge of Your Firm, 8:00–9:15 a.m.)
Speaker: Pamela H. Woldow, J.D., General Counsel of Edge International, provides advice to law firms and chief legal officers worldwide on effective management of legal matters. She has particular expertise on alternative fee arrangements, requests for proposals, legal project management and other cost management techniques and initiatives.
In addition to serving the needs of your clients, it is equally important to understand how the firm's need for productivity and profitability can be ambushed by your clients' unreasonable expectations of what they want to pay. Should you establish standards that new clients must meet for their case to be accepted? What is the answer? Discover the keys to weeding out some thorny client issues.
Summarize how to determine what costs the client will be expected to pay
Analyze how to effectively relate the firm's expectations to the potential client without alienating the client
Describe ways to implement a "reality check" communication tool to minimize billing surprises
Explain how the law firm pyramid structure can provide a plan to target a specific type of client
Audience: Attendees should be a seasoned administrator with a working knowledge of law firm financial operations and management.
60 Minutes * CPE Field of Study: Management Advisory Services * Audience: A
Speaker: Reid F. Trautz, J.D., Director of the Practice and Professionalism Center at the American Immigration Lawyers Association, practiced law in a small firm for 10 years. He now advises and counsels lawyers who seek excellence in the practice by providing superior legal and customer service to their clients, while maintaining a balanced quality of life. He is the co-author of The Busy Lawyer's Guide to Success: Essential Tips to Power Your Practice.
Wondering how to improve profit margins and increase profitability? Join this session to explore methods for becoming more profitable by knowing how to maximize the usefulness of the financial data at your disposal. By understanding and analyzing this information, you can better focus on profitability of projects, practice areas and individual attorneys. You can also use this information to determine which clients and client groups will be—or are—most profitable to your firm.
Explain how to construct and analyze profit center accounts
Examine ways to leverage practice areas and attorney profitability creatively to improve the firm's overall bottom line
Summarize best practices for optimizing firmwide and practitioner profitability
Analyze staffing through cost accounting to maximize dollars to the bottom line
Audience: Attendees should be seasoned administrators with knowledge of law firm profitability analysis.
75 Minutes * CPE Field of Study: Management Advisory Services * Audience: A
(Participants are encouraged to attend the other two sessions in this series, Monday, FM12 Profitability 101, 11:15 a.m.–12:30 p.m. and Monday, FM14 Profitability via Legal Management, 1:45–3:00 p.m.)
Lorri T. Salyards, CLM, is Executive Director of Doerner Saunders Daniel & Anderson, LLP in Tulsa, Oklahoma. She has more than 25 years of experience in legal administration and is a frequent speaker, instructor, and author of various publications, including an article in the ALA Management Encyclopedia. Salyards was the Chair of the 2010 Financial Management Conference Committee, and is currently serving on the 2013 Annual Conference Committee.
Ron Seigneur, MBA ASA, CPA/ABV CFF, CGMA, is managing partner of Seigneur Gustafson LLP, with offices in Lakewood and Montrose, Colorado and was chair of the Colorado Society of CPAs in 2009-2010. He has worked with over 300 professional services firms on a wide range of practice management issues ranging from innovative compensation systems, tax planning and compliance services, retreat facilitation, business development tactics, performance benchmarking, and succession/exit planning.
Take the fear factor out of partner retreats! By understanding all of the retreat options available to you—and addressing the practical questions about what it takes to plan a retreat—you can have a significant positive impact on your firm. Join this session to learn the process of developing and conducting a memorable retreat that advances important initiatives in your firm. Whether the goal is to bond and have fun or develop critical strategies, you can have a successful retreat when it is approached with vision and focus.
Determine how to sell the concept and importance of a retreat to the partnership
Examine the tools available to construct the content design and program objectives
Assess the pros and cons of outsourcing all or part of the planning and programming
Summarize how to implement and follow up with action plans and timetables to be sure everyone feels that it was a successful retreat
Audience: Attendees should be seasoned administrators with knowledge of firm-event planning and retreats.
75 Minutes * CPE Field of Study: Business Management & Organization * Audience: A
Speaker: James A. Durham, J.D., Chief Marketing and Business Development Officer at McGuireWoods LLP, directs strategic marketing and business development. Previously, as President of the Law Firm Development Group, Inc., he worked with law firms and clients worldwide. He also practiced business law for more than 15 years, and worked with two of New England's largest law firms as a CMO. Durham is the author of The Essential Little Book of Great Lawyering and The Law Firm Marketer's Guide to Survival.
Retirement plans are constantly changing. How does your retirement plan stack up? When was the last time you reviewed the lineup of your firm's investments? You need to benchmark your fees against other plans of similar size and proactively meet your fiduciary responsibilities. As your practice grows, and demographics change, recognize how plan design can be an issue. Join this session to hear best practices and hot topics in retirement plans. Discover how small changes in your plan can yield huge benefits. Ensure that your firm's retirement plan remains a healthy part of its long-term strategic goals.
Determine how recent pension law changes can affect your plan
Evaluate how fee disclosures impact participants
Analyze why all target date investments are not built the same
Examine what to consider when selecting an appropriate cash alternative option
Audience: Attendees should be seasoned legal administrators with knowledge of retirement plans, their design and management.
60 Minutes * CPE Field of Study: Business Law * Audience: A
Speakers: Charles V. Creighton, CLU, ChFC, pension consultant with Key Advisors in Media, Pennsylvania, joined the financial services firm in 1982. He became the firm's retirement plan specialist in 1985 and concentrates his practice in the area of retirement and investment planning, working with companies in developing their executive benefit programs.
Alan J. Fishman, CLU, CFP®, is a former CPA who works with Yorktown Financial Group, Inc. (YFG) in Elkins Park, Pennsylvania. He brings experience in public accounting, financial management and insurance to his association with YFG. He is a Chartered Life Underwriter (CLU).
Today's legal managers are faced with new challenges and opportunities to help their firms and departments maximize efficiencies. They—and their firms—must become ultra-efficient to meet client demands and reconnect legal costs to the value received. It is essential to first improve processes before undertaking project management to deliver excellent results. Join this session to learn how to make a case for improving processes in your firm.
Describe what process improvement is and the framework for a process improvement project
Explain why undertaking process improvement first makes project management more effective
Examine the approaches employed by other firms and organizations
Analyze the approach that works best for your organization
Audience: Attendees should be seasoned legal administrators with a working knowledge of legal project management techniques.
75 Minutes * CPE Field of Study: Management Advisory Services * Audience: A
Speaker: Catherine Alman MacDonagh, J.D., is former corporate counsel and now the CEO and Co-Founder of the Legal Lean Sigma® Institute which provides consulting and the first process improvement courses specifically designed for the legal profession. Additionally, she is an independent consultant with her own practice, Firm Guidance, and the developer and Chief Enthusiasm Officer of the Legal Mocktail™, an experiential networking training exercise. MacDonagh is co-founder of the Legal Sales and Service Organization, where she chairs the Board of Advisors. She currently serves on the international board of the Legal Marketing Association (LMA) and is the author of two books.
Maples v. Thomas is the nightmare that should keep everyone who manages a pro bono practice awake. In that 2012 case, the Supreme Court rescued a death penalty prisoner whose appeal was dismissed when his pro bono law firm failed to send him a court decision, causing him to miss a critical deadline. The fault lay with the firm's failure to have sufficient procedures in place to guarantee the continuity of representation when the associates representing Maples left the firm. Maples is the nightmare scenario, but the lower-level bad dreams should also keep us awake: attorneys practicing without sufficient expertise; associates without adequate supervision and clients who increasingly demand (and receive) services well beyond the scope of representation.
Examine red flag ethics issues in pro bono cases
Evaluate your firm's current pro bono case management procedures
Apply the principles discussed to make changes to procedures and implement as needed to ensure a successful outcome for your pro bono clients
Audience: Attendees should be seasoned legal administrators with a working knowledge of law firm pro bono activities.
75 Minutes * CPE Field of Study: Business Management & Organization *Audience: A
Allison Lefrak, J.D., is an attorney at the Federal Trade Commission, Bureau of Consumer Protection, Division of Privacy and Identity Protection where she oversees issues related to consumer privacy, credit reporting, identity theft, and information security. Prior to joining the FTC, she was the Litigation Director at Human Rights USA, a non-profit organization which promoted compliance with human rights norms by conducting strategic litigation in U.S. federal and state courts.
Susan M. Hoffman, J.D., is Public Service Partner at Crowell & Moring in Washington, D.C., where she promotes, supervises and participates in the pro bono work performed by the firm's attorneys. Hoffman has served on several community and public interest group boards, including Legal Counsel for the Elderly, the Support Center of Greater Washington, the National Law Center on Homelessness and Poverty, the United Way Law Firms Division, the Center for Dispute Resolution and the Washington Council of Lawyers.
Scott McNeilly, J.D., Staff Attorney, Washington Legal Clinic for the Homeless joined the Legal Clinic in April of 1994 after more than five years at the Maryland Legal Aid Bureau where he handled domestic violence, child welfare, landlord-tenant, consumer and public benefits cases. He shares responsibility for recruitment, training and general support of the volunteers in their pro bono program. Scott is also a member of the District's Interagency Council on Homelessness (ICH) and co-chairs the Steering Committee.
What does it mean to be an authentic leader? Join this interactive session with two professors from the George Washington University Master's Program in Law Firm Management. Learn what impact a leader has on others and what the importance of followership is as a prerequisite to being a genuine leader. Hear practical approaches to getting a law firm to change its culture when that culture is an impediment to the implementation of a new strategy. Explore the process of formulating an effective strategy and motivating your staff. Learn why an effective leader is part psychologist and part detective. Build your strategic leadership skills, and learn how to influence and motivate sustainability and change in your law firm.
Identify the profiles of authentic leaders
Summarize the impact a leader has on others
Analyze the importance and motives of followership
Specify ways to overcome impediments to changing a law firm culture
Illustrate the process of formulating a strategy for a law firm
Predict and avoid common pitfalls of implementing a strategy
NOTE: This is an interactive session with a series of case studies that will be sent to registered attendees in advance of the session. Be sure you select this session on your Session Preference Form when you register so that you will receive the case studies.
Audience: This is a graduate level program from The George Washington University Master's Program in Law Firm Management. Attendees should have five years of experience and a working knowledge of law firm management and leadership.
CLM App Credit: Organizational Development * 150 Minutes * CPE Field of Study: Business Management & Organization * Audience: A
James R. Bailey, Ph.D., is the Hochberg Professor of Leadership Development and Director of the World Executive MBA Program at The George Washington University School of Business (GWSB), and a Fellow in the Centre for Management Development, London Business School. He has been the recipient of many teaching distinctions, including three GWSB Outstanding Educator Awards, and in 2006 was named one of the world's top 10 executive educators by the International Council for Executive Leadership Development. Bailey currently serves as Editor-in-Chief of the Academy of Management Learning and Education.
Carl A. Leonard, J.D., is experienced both as a law firm leader and a practicing lawyer. He joined former Hildebrandt International following a 26-year career with Morrison & Foerster as a corporate partner and Chairman of the firm, Leonard has been a Visiting Professor in the MBA Program in Law Firm Management, Nottingham Law School, England; Lecturer, Columbia Business School Executive Education Program; and is currently the Program Director and Adjunct Professor at The George Washington University, College of Professional Studies, Master's Program in Law Firm Management.
Implementing successful partner-level business development training and coaching programs that generate a return on investment is a challenge for most law firms. Yet business development is the lifeblood of all law firms. Are you ready to lead the challenge? Join this session to hear actual case studies on how to initiate, get buy-in and design a business development training and coaching program to lead your firm in developing its most valuable rainmakers.
Define the key elements of a successful business development training and coaching program
Assess common challenges and how to overcome them
Create effective internal collaboration and cross-departmental teamwork
Identify participating lawyers and select client/potential client speakers
Establish a reporting system to measure, track and report results
Audience: Attendees should be seasoned legal administrators with working knowledge of law firm business and professional development.
75 Minutes * CPE Field of Study: Administrative Practice * Audience: A
Emily S. Leeson is the Director of Attorney Professional Development at Alston & Bird LLP where she works closely with the firm's Professional Development Partner, staff and the Business Development Department to create and implement business and client development programs for Alston & Bird lawyers. Previously, she served the firm for many years as the Director of Attorney Hiring & Development. Prior to joining Alston & Bird, she worked in attorney hiring for a Texas based law firm. Leeson is a member of the Professional Development Consortium and NALP, the Association for Legal Career Professionals.
Julie Savarino, J.D., is an attorney and managing partner of Business Development Inc., where for 25 years, she has successfully assisted lawyers and law firms to develop business. She has worked with thousands of lawyers and hundreds of law firms, helping generate millions of dollars in new business – as a trainer, coach, professional business developer, program developer and strategist. She also assists in building, advising and supporting the in-house marketing, business development and training departments for many of the world's leading professional services firms.