Before promoting your firm, learn the basics of choosing and using communcations tools.
Here's a crash course on setting up a computer system for your new office, with tips for PI, divorce and estates practices.
James A. Eidelman
The secret to a good relationship with your partners is to get it in writing. Here's a Checklist.
Arthur G. Greene
Earning Your Just Rewards
In many firms, partners compensation is uneven and unpredictable. Try this plan, designed with fairness in mind.
J. Mark Santiago
Going Solo the Hard Way
Reports from the first two years of a new practice.
Edward J. McDonough
Editor's Page - John C. Tredennick Jr. on Big Firm Solos.
Technology in Practice Department
Best Practices Profile
Michael Jimmerson's high-tech briefs.
Technology Update: If It's 1999, Doesn't Someone Owe Us a Party?
A look back at a bloatware-filled year; what about Windows 98; WordPerfect falters but Corel promises special attention for the legal community; and a whole new definition for the word innovate™. In Parting shots, we watch general cluelessness during the Microsoft antitrust trial, and more specific cluelessness in Congress.
G. Burgess Allison
nothing.but.net: DSL: The Next Big Thing (Better, Faster, Cheaper than ISDN)
The Touch-Tone telephone, the laser printer, the fax machine and the Web. Are we about to witness the introduction of another new technology that will change everthing? Could digital subscriber line (DSL) technology be the next big thing?
Erik J. Heels
The latest legal technology news in the firstname.lastname@example.org inbox.
500-Plus Steps to Being a Profitable, Happy, Efficient Law Office
The Foonberg Law Office Management Checklist consludes with these final tips on marketing, client relations and insurance.
Jag G Foonberg
Marketing: Does Your Firm Have a Marketing Culture?
To be truely successful, your firm needs to develop a marketing culture. Here's a list of factors that determine marketing culture—and the firm's ultimate success.
Robert W. Denney
Only Human: Will Your New Practice Fly? Conduct a Human Capital Due Dilligence
New firms rarely fail because the numbers doen't add up. They fail because the people don't add up. If you are starting a new firm, ask one another the hard questions up front (like "What should this firm be named?").
Merrilyn Astin Tarlton