Law Firm Marketing & Management

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Question: I am one of three founding partners in a 12-attorney insurance defense firm in New Orleans. The three of us are in our early sixties and contemplating retirement in the next several years. The three of us have been discussing our succession plans and are wondering whether we would be better off merging with another firm or transitioning the firm to our associates. What are your thoughts on this matter? Response:  A majority of firms prefer transitioning to the next generation of attorneys within the firm whenever possible. Many founding partners at this stage of their career are often…
Question:  Our firm is a twenty-attorney litigation firm in Miami, Florida. We are managed by a three-member management committee supported by a firm administrator. While our committee and our firm administrator are entrusted to make many of the operational decisions, all partners must weigh in on and vote on all major decisions as outlined in the firm’s management plan. Currently we do not have a strategic plan and our firm administrator has suggested that we can accomplish this in a one-day, offsite retreat with all the partners. Is this realistic? Response:  This is a little bit aggressive and optimistic. The…
Question:  Our firm is a sixteen-attorney insurance defense in Louisville, Kentucky. We represent approximately twenty-five insurance companies in property casualty and personal injury cases. We handle products liability and medical malpractice cases as well. Our firm is in its second generation and all of the founding partners have retired. Virtually all of our clients were inherited and none of the existing partners have brought in any new clients since the founding partners retired eight years ago. While we are trying to do what we can to cultivate new clients, we want to ensure that we retain our existing clients and…
Question: I am the owner of a law firm in the Chicago suburbs that specializes in estate planning. I started the firm twelve years ago. Over the years the firm has grown from just myself as a solo to a firm with myself and six associate attorneys. Prior to starting the firm I worked in several other firms as an associate and as a partner. I felt I was not being compensated for my hard work so I started my own firm. I have always worked hard, and in addition to managing the firm and bringing in all the clients,…
Question:  I am a sole practitioner in San Diego, California. My practice is mostly general practice with some emphasis on commercial real estate. I am 64 years old and am looking for a way to transition and exit my practice in the next three to five years. I am the only attorney in the firm however there are three legal assistants that work for me. I have been considering hiring an associate so that I have someone to sell my interests to in the next three to five years. I have never had an associate so I would appreciate your…
Question: I am the newly elected managing partner in our twelve-attorney firm in Chicago, Illinois. Our firm is a business transaction firm that was started by the present four partners ten years ago. While we have an office manager that does the bookkeeping, prior to this year all four partners as a group managed the firm. This year the firm decided to create the managing partner position. Since this is new to me I am trying to learn all that I can about law firm management. My first priority is to help the firm improve profitability and I would like…
Question:  I am one of four partners in a personal injury plaintiff firm in Denver. In addition to the three of us we have one equity partner and two associates. Our non-equity partner and our associates are paid salaries and discretionary bonuses when performance warrants bonuses. Our non-equity partner is pressing us for more money and a different approach to his compensation. A couple of our partners have suggested that in addition to salary we pay the non-equity partner a share of firm profits. What are your thoughts? Response:  Personally, I am against sharing firm profits with non-equity partners. I…
Question:  I am the owner of a law firm in Mesa, Arizona. I started the firm twenty-five years ago. Our focus is exclusively on estate planning and we serve clients throughout the Phoenix metropolitan area. There are three other associate attorneys working in the firm as well as staff. One of the associates has been with the firm for ten years and the other two are right out of law school – one was hired this year and the other one year ago. I am sixty-three years old and I would like to retire and exit the practice within the…
Question:  I have recently started a law firm in the suburbs of New Orleans after leaving a large law firm in the city. I was a non-equity partner in the firm and had worked for the firm for fifteen years. I worked in the estate planning group and handled complex estate planning matters for wealthy individual clients. Much of the business was referred to the firm by large bank trust departments. I have been promised referrals from some of these banks. I had other referral sources as well that will be sending business. The focus of my practice will be…
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While retirement is usually planned, the sudden death or disability of an attorney requires contingency planning. It’s especially important for private-practice attorneys to designate a representative on their ARDC registration documents or certify that they have made a similar designation in a succession plan or comparable agreement. The representative would be able to take limited fiduciary action if the designating attorney loses the capacity to run his or her firm, abandons the practice, or dies, thus preventing the negligence of client matters. The ISBA’s video, “Do You Have a Substitute Attorney in the Event of Your Disability or Death?…
Illinois Lawyer Now, the ISBA’s recently launched blog aggregation site, now features nearly 70 contributors throughout the state. The site hosts content from members’ legal blogs, as well as original ISBA substantive legal news. ISBA member bloggers or firms with at least one ISBA member are encouraged to submit their blogs for inclusion by filling out a short online form. Illinois Lawyer Now is a complimentary member benefit that was created to highlight the excellent writing of ISBA members. While the average firm’s legal blog is seen by only those who visit its website, inclusion on Illinois Lawyer Now…
Question:  I am the managing partner of a six lawyer firm in Nashville, Tennessee. There are two partners in the firm, myself and another partner, and we have four associate attorneys. Two of our associates have been with firm for over ten years. We are trying to put in place a career progression policy for them and we are thinking about having a non-equity and equity tier which would serve as a prerequisite to equity partnership. What are the differences between the expectations and requirements for non-equity and equity partner? Response:  The main difference between an equity partner and non-equity…
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The age-old idiom “hope for the best and prepare for the worst” can be applied to assessing risks to a law firm. To plan for recovery, attorneys should understand what risks threaten their practice, and how to determine their potential impact in order to mitigate risks. The ISBA’s Risk Assessment Form provides a checklist that identifies and rates potential risks to a law firm. Attorneys can then focus mitigation efforts on risks with higher importance, which is calculated by multiplying probability and impact. The form is one of many member resources available at Practice HQ, the ISBA’s one-stop microsite…
Question:  Our firm is a sixteen attorney municipal law firm in Detroit with six partners and ten associates. Like most firms that do municipal work we must deal with lower billing rates than other firms charge. The volume of our work can also fluctuate at times. All of our work is billed by the hour and billable hours is our most important key performance indicator. Our associates have a billable hour expectation of 1800 annual billable hours and only two of our associates are even close to reaching 1800 hours. Some are not even reaching 1200 hours. Some of the…
Question:  I am a partner in an fourteen attorney firm in Dallas, Texas. There are seven partners in the firm. We started the firm together twenty years ago. Over the years the firm has been very successful and each of the seven partners have had a great relationship. However, over the last five years some of the partners are no longer contributing like they were and relationships have become strained. We are equal partners and our compensation is based upon our ownership interest – so we are paid equally. I am concerned that if we don’t resolve this problem the…
Question:  I am a partner in a husband/wife owned law firm in Seattle, Washington. We have four other associate lawyers in the firm. One of these lawyers is our son and the other is the daughter of my wife’s (who is my partner) brother. We have four staff members of which one is also a family member. We are a general practice firm and we have been in operation for ten years. While the firm has done well over the years we have had our challenges. Office problems seen to follow us home and both staff employees and non-family attorneys…