| | To purchase by phone with a credit card, call iLinc Communications
at (800) 651-7916. |
|
Planning the Orderly Succession of Lawyer Managers and Administrators: Identifying Leadership Potential and Developing Management Skills in Partners and Administrative Managers for Roles in Administrative and Substantive Management
July 18, 2007
2-4 pm Eastern 1-3 pm Central Noon-2 pm Mountain 11 am-1 pm Pacific
|
Who will take over when your senior partner or administrator retires? What if a key person leaves unexpectedly - to another firm, to another city? Planning the orderly succession for administrative and substantive management are critical issues in today's highly competitive environment in which a firm's financial and professional success depends greatly on the skills of its management. Joel A. Rose will discuss why a firm should have a succession plan, but why so many partners and administrators may be apprehensive to develop one. He will describe the characteristic evolutionary cycles which typically occur in those firms without a succession plan when an unanticipated event necessitates an "unplanned for" change in management. By the end of the session, participants should be able to:
- Explain who should be responsible for initiating discussions about and developing a succession plan, and for assessing whether the roles, authority, accountability, reporting relationships and the quality and frequency of communications of the next generation of management with partners, attorneys, administrative managers and staff should be modified, and how;
- List the management skills required by the next generation of lawyer and administrator management and describe techniques for acquiring/developing these skills;
- Plan when and how the succession plan should be implemented, including the tenure and process for selecting the next generation of management;
- Design approaches for providing some level of security for the former lawyer management, i.e., a "soft landing" for one or two years.
Speaker:
Joel A. Rose is a Certified Management Consultant and President of Joel A. Rose & Associates, Inc., Management Consultants to Law Offices, Cherry Hill, New Jersey. He has extensive experience consulting with private law firms on law firm management and organization, strategic and financial planning, lawyer compensation, the feasibility of mergers and acquisitions and marketing of legal services. He has extensive experience planning and conducting retreats and special expertise resolving problems among and between lawyers. He has been a lecturer for the American Bar Association, the New York State Bar Association, the Pennsylvania Bar Institute, the Florida Bar Association, the Minnesota Bar Association, the Practice Law Institute, Meritas, the International Network of Law Firms and many other state and local bar associations.
Mr. Rose is a columnist on Law Office Management and Economics for the Philadelphia Legal Intelligencer, The Pennsylvania Lawyers' Weekly and has written numerous articles for ALA and state bar association journals. He is a contributing author of the book, Model Partnership Agreements for New York Law Firms, published by the New York State Bar Association and the monograph The Quality Pursuit, Assuring Standards in the Practice of Law, published by the American Bar Association. He is a member of the Board of Editors of Law Firm Partnership & Benefits Report and Accounting and Financial Planning for Law Firms.
Mr. Rose coordinates the Rose 21st Annual Conference & Workshops on Law Firm Management & Economics that is sponsored by his organization. He is a member of the Law Practice Management Section of the American Bar Association, the Law Practice committee of the New York Stat Bar Association, a Fellow in the College of Law Practice Management and a member of the New York State Bar Association's Committee on Age Discrimination in the Profession. He is listed in Who's Who in America.
