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Law firm practice group leadership is not for the faint hearted. As
firms compete increasingly at practice group level, leaders are
being asked to run their groups like business units; to develop and
implement a strategic plan that supports the goals and
competitiveness of the firm; and to coordinate and lead their
partners to enhance the efficiency, performance, and profitability
of their groups. Many firm leaders complain that some of their
group heads are not producing the results they want to see. But how
many practice group leaders receive the tools and support they need
to succeed in this critical role? How many are selected for
demonstrable leadership skills? And how often are they held
accountable for how well - or otherwise - they perform in the role?
With contributions from a wide range of experts, this second
edition of Effective Practice Group Leadership explores these key
questions and more, building on the first edition with new insights
and thought leadership. The book examines the position of the
practice group leader (PGL) in law firms today, the challenges of
the role, and the changes to it, innovations and how modern
practice groups are changing, and demonstrates the enormous
contribution PGLs can make to the profitability and performance of
their law firms, when armed with the tools and the authority.
Governance today is more than just writing a good partnership
agreement. Our multidisciplinary team of contributors demonstrate
how governance has become a unifying and integrating system for a
wide range of critical strategic and business issues. The inquiry
starts with an overview of modern governance structures in law
firms, and how the concept of governance has expanded to include
features such as professional managers and partner remuneration
systems. To be effective, a law firm's governance system must
facilitate, not complicate, the solution of important internal
challenges, such as change management, managing partner performance
and succession planning. How can good governance help law firm
owners to make better decisions? How can governance incorporate
management information and concepts of risk management into the
decision-making process? The fourth in this popular series on the
business of law, published in association with the International
Bar Association, the book concludes with an examination of emerging
trends that will shape law firm governance in the future. It
provides visionary, but entirely realistic, insights into how law
firm governance will need to continue to adapt to new regulatory
regimes for the legal profession, stress testing concepts and new
alternative business structures.
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