Learning to market is about taking control of your career. For new associates, it’s about proving yourself to management and showing you can add value, too.
By Allison Wolf
Your introductory description-a.k.a. the "elevator pitch"-is your introduction and description of who you are and what you do. It is your opportunity to define (or redefine) your personal brand or your reputation.
By Catherine Alman MacDonagh and Beth Marie Cuzzone
To help new lawyers through the being-a-boss jungle, here’s a crib sheet for how and how not to act.
By Paul McLaughlin
To optimize a firm's return on investment, everyone-even associates-needs to grasp the economics of the practice. Here's a primer on the cycle
By Ronald L. Seigneur
Learning rainmaking skills early on will help you seal more deals in your career.
By Lawrence M. Kohn and Jill Rose Kohn
Transactions across time zones and cultures are commonplace—and not just for experienced international lawyers. So how does an associate prepare to thrive in this increasingly global environment?
By Janet H. Moore
From knowledge management to case management, an introduction to law firm-specific technology tools.
By Browning Marean
If you’re an associate wanting to effectuate change in the firm, here’s what you need to know about how law firm management really works.
By Edward Flitton
In the latest installment of the Law Practice Case Study series, a fictional associate needs advice after his first performance review. Offering recommendations on the scenario are Martin Camp, Barbara Miller, Reid Trautz and Richard Turnbow.
Column Spotlight: Q&A
Meet this groundbreaking legal technologist and law firm CIO.
By Mark Tamminga
This social networking site promotes interesting and personal connections.
By Erik J. Heels
Can you really design and build a completely safe network? The short answer is no-but you can keep it as secure as possible if you follow this advice.
By Sharon Nelson and John Simek
Tips & Tricks
Are you using voice mail as effectively as you could? Here are ways to avoid wasted time and frustration.
By Dan Pinnington
What financial information should a firm share with associates?
By David Bilinsky and Laura Calloway
To help improve your working relationship with associates, here are some commonsense—and some provocative—suggestions.
By Marcia Pennington Shannon
Even freshouts have a range of relationships that can enrich their business development efforts. The key is to understand the significance of who you already know.
By Susan Saltonstall Duncan