How will you get your law firm through today’s economic crisis and emerge stronger? Lead for long-term best interests rather than for this year’s distributions to partners—and beware of these missteps.

Which strategies will help law firms make the adjustments necessary to keep on top in tough times? How should managing partners deal with the current squeeze on partner income? Here’s how smart firm leaders—whose firms vary in size from 8 to 1,700 lawyers—answer those questions and more. Participating are Ed Flitton, moderator, Ed Coultas, Tom Grella, Jim Lantonio and Mark Robertson.

Even if you aren’t yet feeling the pinch from the economy, start preparing now with a hard look at your numbers—and your best opportunities.

A task approach to budgeting for marketing means defining specific objectives and strategies, making it easier to assign dollar amounts to your activities—and to decide which activities need to be cut.

The impact of poor client selection and sloppy client service will be magnified when business begins to slow. Now’s the time to shape up your client base.

Commercial rents, operating expenses and even parking costs are spiraling higher. Here’s advice on how to maximize your leverage with your landlord.

The ultimate carrying system for the road warrior lawyer.

Monitoring information about your firm, your clients and even your competitors is a snap with Google News Alerts.

Deploy Office’s inspection tools and protect your clients-—and your firm—from embarrassing disclosures.

When business slows down, put some of your extra time into low-cost marketing efforts. These ideas will have you in a good position when things eventually turn around.

More firms are using coaches to help high-potential lawyers meet performance goals—faster. A conversation with Diane Costigan.

From managing debt to freeing funds for marketing, here are ways to stay on top of the changing financial picture.

Smaller firms shouldn’t be surprised when the big firms begin wooing their clients. But they should be prepared.