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| Issue 2 | January 2010
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By Susan Manch, Principal
In the face of widespread lawyer layoffs, delayed start dates, salary reductions, and canceled fall recruiting programs, our clients are asking for advice on talent strategies that make sense. I have been pleased to offer them counsel based on what I know of their strategic goals, unique cultures, and specific staffing issues. But most clients say revolutionary change will have to wait until a “peer” firm makes similar moves. One of the challenges we all face is gauging how long this downturn will last and what its long-term impact will be, if any. Full Article > |
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Emerging from
the Wreckage
of 2009 |
Getting What You Want in 2010
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Upward Evaluations: Trends and Best Practices
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Emerging from the Wreckage of 2009 |
Strategies for Boosting Morale in the Wake of a Rough Year
By Whiting Dimock Leary, Senior Career Advisor
Given the unprecedented headcount reductions we experienced in 2009, few in the law firm community are sorry to see the year end. In the wake of the difficulties of 2009, morale at most firms is lower than in recent memory, due in part to the pervasive and lingering effects of reductions in force and also to the many challenges facing law firms in the current economic environment. This article looks at the issues involved with “survivor sickness”, a significant manifestation of low morale, and suggests ways to manage it in your workforce. Even if your firm did not experience significant involuntary attrition this past year, the section below called “What can you do about it?” offers suggestions that are not only effective in combating layoff survivor sickness but also can improve morale in any circumstances.
Full Article >
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Getting What You Want in 2010 |
By Kathleen Post, Partner
By now, many of us have resolved to make positive changes in the year ahead. If we are a microcosm of the general population, our resolutions likely relate in some way to our waistlines, wallets, and/or generally being a better person. The sad reality is that now, in week three of January, many of us have seriously faltered in our new practices or flat-out abandoned them. Studies show that of the 300,000 Americans who make resolutions each year, 22% fail after one week, 40% after one month, 50% after three months, 60% after six months, and 81% after twenty-four months. Yikes!
Why is it so difficult to make resolutions stick? As you can imagine, there are volumes of theories on this subject, which can ultimately be distilled into three key categories...
Full Article >
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Upward Evaluations: Trends and Best Practices |
By Kathleen Post, Partner
According to a 2008 survey conducted by Professional Development Services (PDS), Upward Reviews are increasing in popularity in law firms. Among the firms participating in the survey, 53% have an upward review program in place or in development. Among firms with existing upward reviews, most have had them in place for 3 to 5 years. Ninety percent of firms say the top advantage of upward reviews is that the feedback helps supervising lawyers improve their management skills. Eighty-three percent say getting information on the general quality of supervision and areas for development is a primary benefit. When asked how firms would like to improve their upward review processes, 78% said they need better follow through to help supervising lawyers use the feedback to improve skills.
As a pioneer in helping firms construct and run upward reviews, we are interested in learning more about your current thinking. Below is a link to a survey that seeks information on what you are doing, would like to do, and other best practices you have put into place related to upward reviews. We would appreciate it if you would take just a few minutes to answer these few questions. We intend to share the results with all of you in our next issue of LegalTalent, but will also use them to shape our upward review service offerings to better meet your needs.
Take Survey >
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| About Us: As the premier legal consulting and career management firm, Shannon & Manch, LLP has been dedicated to lawyer development since 1984. We have assisted law firms and individual lawyers at all levels of seniority and in every practice area. Our consultants, coaches and counselors focus exclusively on the legal industry, bringing a depth of knowledge, experience, and insight to the challenges and opportunities facing law firms and lawyers today. In addition, our clients include the majority of the AmLaw 100 and Global 100 law firms as well as hundreds of leading regional firms. |
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