law practice management

An article by Ronda Muir entitled “The Importance of Emotional Intelligence in Law Firm Partners” appears in the July/August 2007 issue of the ABA Law Practice Management Section’s Law Practice Magazine. 

Among the attributes that emotionally intelligent partners bring are better judgment, higher productivity, enhanced business development skills and better client relationship management.  Most importantly,

An extraordinary and convincing vision of a revolution in big law’s future was presented by Mark Chandler, SVP and General Counsel of Cisco, in a speech in January at Northwestern School of Law’s 34th Annual Securities Regulation Institute.  I would like to join other legal commentators in paraphrasing Chandler’s comments and commending him on his far-sightedness.

Driven as

Firms of Endearment: How World-Class Companies Profit from Passion and Purpose
by Rajendra Sisodia, David Wolfe and Jagdish N. Sheth contends that companies with more emotionally intelligent employees have stronger bottom line performance than those who don’t.  David Wolfe can be a controversial adviser, and some have suggested that being recognized as a good corporate citizen should be sufficient

A recent study conducted by the Center for Creative Leadership found that effective leadership has changed over the last five years. Eighty-four percent (84%) of those polled said leaders today are valued for collaboration skills, such as building and mending relationships, rather than solitary heroics, the standard five years ago. Specifically important is being able to "enhance

Between 1986 and 2005, the number of lawyers employed by the nation’s 100 largest law firms nearly tripled, from roughly 25,000 to more than 70,000, and the most recent report is that the Am Law 100 gained 4% in numbers of lawyers this past year. During this time the number of top students at top law

While Emotional Intelligence has become a popular buzzword, the researchers on whose work Daniel Goleman based his bestselling Emotional Intelligence: Why It Can Matter More Than IQ, only formulated an assessment to test EI in 2002. Called the MSCEIT (Mayer-Salovey-Caruso Emotional Intelligence Test), it is the only EI assessment based on abilities instead of self-reports, i.e.

In April 1955, Dean of Harvard Law School Erwin Griswold noted, "Many lawyers never seem to understand they’re dealing with people and not solely with impersonal law” — a comment that unfortunately continues to ring true today, when the legal profession’s reputation suffers from an image characterized by a lack of interpersonal sensibilities. 

One of

Harvard Law School’s goal in its revised curriculum this year is to teach young lawyers how to “resolve client dilemmas.” How exactly is that done successfully in the modern practice of law? By calculating dollars won in the final judgment, for example? By assessing the investment of time and energy versus the payoff? 

Everyone has by now heard

In-House Counsel recently reported on the results of the Managing Outside Counsel Survey Report prepared by the Association of Corporate Counsel and Serengeti Law of Bellevue, Washington.  The study revealed, among other things, the four reasons that companies are firing outside counsel. In 2005, 55.6% of the General Counsel surveyed reported that they terminated the relationship with at least

The Fifth International Positive Psychology Summit 2006 was held October 5-7 in Washington DC.  Dr. Martin Seligman, the Fox Leadership Professor of Psychology at the University of Pennsylvania, founded the school of Positive Psychology, which focuses on factors that make for professional and personal success, rather than following the traditional diagnostic model of addressing weaknesses.