Listed items come from both within and outside the ABA.
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June/July 2022
Three Keys to More Efficient Document Review (SPONSORED)
By Rachel Teisch
Legal teams can maximize efficiency and quality while controlling risk in document review by adopting new techniques and technology.
January 2019
Unlocking Leadership Mindtraps: How to Thrive in Complexity
By Jennifer-Garvey Berger
Author and consultant Jennifer Garvey Berger has worked with all types of leaders―from top executives at Google to nonprofit directors who are trying to make a dent in social change. She hears a version of the same plea from every client in nearly every sector around the world: "I know that complexity and uncertainty are testing my instincts, but I don't know which to trust. Is there some way to know what to do when I can't know what's next?"
April 2014
The Failing Law Firm: Symptoms and Remedies
By David Parnell
More than just illuminating the symptoms of a struggling firm, this book shows that by the time most symptoms are revealed, it is often too late for firm leaders to do something about them. This book provides a tool focused toward predicting destabilization, rather than just defining it once it happens, and supplies a blueprint that attorneys, management, and leadership can use in analyzing and planning for the robustness, cohesiveness, and strength of a firm's infrastructure.
September 2012
Learning from Law Firm Leaders
By Michelle C. Nash and Susan Manch
This book aims to crystallize views on a number of relevant aspects of leadership that have not been discussed in great depth in the current literature on leadership. It's a necessary resource for all law firm business strategists, management committees, chief strategy officers, chief executive officers, chief advertising officers, and law firm leaders at any stage in their leadership journey.
June 2011
Serving at the Pleasure of My Partners: Advice to the New Firm Leader
Patrick J. McKenna and Brian K. Burke
This book is a compilation of the best questions and answers processed over the past three years by the Managing Partner's Leadership Advisory Board (LAB) a hand-selected group of distinguished current and former firm leaders, all with at least 10 years of experience, who address the distinctive challenges facing first-time law firm leaders. Eighteen chapters address some of the most common questions that new leaders have as they take office. Contents cover a wide range of issues, including how to better manage your time, how to deal with a chronic complainer, how to measure performance, and how to deal with complacency. This work focuses on helping leaders develop the skills to handle all of these issues and more.
October 2010
The Art of Managing Professional Services: Insights from Leaders of the World's Top Firms
By Maureen Broderick
Maureen Broderick draws on her 30 years of experience in professional services to explore both the art and science of running a high-performance firm. She presents tangible processes and programs including 40 featured best practices that readers can tailor to their own organizations and cultures.
secure partner and associate commitment to this direction
three facilitate execution of strategy
set a personal example of behavior
April 2005
First Among Equals: How to Manage a Group of Professionals
By Patrick J. McKenna and David H. Maister
In this strikingly unique "playbook," professional service experts Patrick J. McKenna and David H. Maister provide real-world examples, a wealth of self-evaluation materials, and concrete advice on stressful day-to-day management issues that every leader of professionals will welcome. The authors offer penetrating insights into the basics of coaching, dividing their attention equally between energizing and guiding the individual performer and the group.
July 2003
Practice What You Preach: What Managers Must Do to Create a High Achievement Culture
By David H. Maister
Digging deeper by conducting in-depth interviews with managers and employees of the firms he surveyed, Maister has found that the key to success is not the systems of the firm, but the character and skills of the individual manager. He explores in detail the central role of the manager (what he or she must be, must do, and must require of others). The reader will find specific action recommendations from the managers and employees of these "superstar" businesses on how to build an energized workplace, enforce standards of excellence, develop people, and have fun -- all as powerful profit improvement tactics.
June 1997
Managing the Professional Service Firm
By David H. Maister
Drawing on more than ten years of research and consulting to these unique and creative companies, David Maister explores issues ranging from marketing and business development to multinational strategies, human resources policies to profit improvement, strategic planning to effective leadership. While these issues can be complex, Maister simplifies them by recognizing that “every professional service firm in the world, regardless of size, specific profession, or country of operation, has the same mission statement: outstanding service to clients, satisfying careers for its people, and financial success for its owners.”