Dr. Larry Richard, seen by many as an eminent expert on the personality profile of lawyers, has pointed out the following characteristics of lawyers in the past...

"Canadian lawyers typically don't compete by reducing their own costs — that type of competitive advantage is lost on them.

So why must law firms change the way they deliver legal services? For too long, lawyers have convinced themselves that there is a mystic quality to the profession.

In conversations with my friend and colleague, Karen MacKay, we concluded that a simplistic but functional definition of culture is the following.

Some might argue that sales pitches whose sole purpose is to obtain work destroy the conditions required for trust to develop.

The specialized skills of the most successful leaders adapt and evolve in tune with the needs of their business environment.

The historical "this too will pass" mindset has not and will not work for law firms when they attempt to deal with technology in particular.

In today's legal environment, Succession Planning is a Myth to lawyers under 55 years old and a Threat to lawyers over 55 years old.

At the risk of getting stomped, bitten, or kicked, I think it is important to start 2014 off by putting the horse before the cart.

Since 2009 law firms have increasingly reminded me of the famous non-singing duo Milli Vanilli. Why you might ask? Well since that time, law firms have paid increasing attention to the degree and permanency of the changes taking place in their profession. This attention has never been more clearly demonstrated than in the Altman Weil 2014 Law Firms in Transition© report (worth downloading and studying).

Law firms of all sizes should calculate and track indicators of their performance and health.

You can't get to the future by leveraging your current competencies.

Lawyers at smaller firms are often better able to innovate than they think. I came across a placard recently that I have started inserting in my PowerPoint presentations. It simply states: "I'm not always right, but I'm never in doubt."

The legal profession is well known for its strategic plans that end with drafting, and there is no execution of the plan. This lack of execution can stem from several reasons...

If you give credence to various publications, it appears the world is on the cusp of another revolutionary change as the four-day workweek gains traction worldwide.

In a 2001 edition of Edge International Michael J. Anderson published an article titled Partner Compensation Systems in Professional Service Firms.

As the coronavirus crisis worsens in North America and the world with each passing day, one thought that creeps into everybody's mind right now is, "when will this all end?".

Obviously, it is always good to begin at the start and address why it is important to deal with the question of why law firms would even be thinking about recession-proofing in 2018.

We read a story a while ago about a couple who decided to retire in seven years and then sail the world. They weighed every decision against that goal.

In late February 2018, I released a column titled "Recession Proofing – Why Now? Perhaps the Better Response is Why Not?"