Legal skills and practice Books

Book SynopsisThis special report is a practical, experience-based guide to personal development at every stage of a lawyer’s career. The author draws on over 30 years as an international commercial lawyer and senior partner in a Magic Circle firm to offer a roadmap for moving from a “What’s expected of me?” mindset to self-leadership and leadership of others. The report’s main theme is that retaking autonomy and control can transform engagement and fulfilment in a legal career. Topics covered include career planning, confidence, fulfilment, wellbeing and work-life balance, building an internal support network and “trusted adviser” client relationships, communication and feedback, project management, commerciality and understanding value from the client’s perspective. It also contains a section on pre-retirement planning. The special report is above all practical and contains a wealth of tools and templates developed by the author for career planning, self appraisal and project management.Trade ReviewEminently readable and based on long experience, this special report is applicable to — and certainly useful for — any lawyer in any stage of a legal career, from early days to pre-retirement. -- Phillip Taylor MBE and Elizabeth Robson TaylorThis Special Report focusses on self-ownership, self-development and self-management. This makes it wonderfully empowering, because it gives the readers the insight, the information and the skills to take responsibility for their own pro-active development, rather than being buffeted by random pressures generated by a “Let’s see what happens” (page 8) attitude. It aims to change the question from “What’s expected of me?” to “… proactively shaping the career you want”. -- Pippa Blakemore * The PEP Partnership LLP *Table of Contents1. Creating the environment for successful development 1.1 Inside the lawyer’s mind 1.2 Autonomy 2. Where are commercial law firms heading? 2.1 The bigger picture 2.2 Money and lateral hires 2.3 Globalisation and mergers 2.4 And then what? 3. Lawyers as leaders – leading others 3.1 Lawyers as leaders 3.2 Effective legal teams 3.3 Communication, feedback and critical conversations 3.4 Building your connections 3.5 Business awareness 3.6 Managing deals for value: legal project management 3.7 Working effectively across borders 4. Self-leadership – getting the career you want 4.1 Career possibilities – Inside, outside, rock star 4.2 Why do a plan: what will it bring you? 4.3 What should a good plan look like? 4.4 Where am I now? 4.5 Where next? 4.6 Making it happen: Commitments and follow-up 4.7 What does it take to make partner? 5. Coaching yourself and others through change 5.1 Visiting the oracle 5.2 Self-assessment 5.3 Anchors and drivers 5.4 Values and simple guiding principles 5.5 Motivation 5.6 Readiness for change 5.7 Emotional intelligence 5.8 Walking in another’s shoes 5.9 Mapping the environment 5.10 Knowing goals and managing expectations 5.11 Weighing up change 5.12 Confidence 6. Types of change in a lawyers’ career 6.1 Types of change and their challenges 6.2 The stages in a lawyer’s career 7. Wellbeing 7.1 Energy budgets 7.2 Mindfulness and microbreaks 7.3 Sleep, diet and exercise 7.4 Fear and loathing in law firms – a plea for psychological safety Appendix 1 – Emotional intelligence Appendix 2 – Self-appraisal Appendix 3 – Partner/senior associate career planning template Appendix 4 – Project management

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Book SynopsisThis Special Report provides a practical introduction to social media for lawyers. By avoiding technical details and jargon, it offers a pragmatic guide on how all lawyers - irrespective of industry sector, firm size or client base - can successfully integrate social media into their marketing, business development and client relationship management programmes. Containing essential information on the benefits and risks of social media in the legal sector, this report examines the social media platforms used by many law firms (LinkedIn, Twitter and Facebook) and gives an overview of those less frequently used - enabling lawyers to make an informed choice. As well as featuring practical advice for setting up and using social media as an integral part of a lawyer's business development activity, this report also offers guidance on: * how to write great blogs and social media posts; and * how to integrate social media into a structured content management plan that supports business development objectives. The report also addresses how central systems, technology and support can be used to ensure that social media plays an effective part of a firm's business development programmes. In addition to lawyers, this text will be essential reading for marketing and human resource professionals in law firms who want to ensure the effective and sustainable use of social media.Trade ReviewThe special report’s appearance, structure and presentation make it easy to handle, read and absorb. It is a by-your-side checklist for all the key aspects of social media. Pippa Blakemore The PEP Partnership LLPTable of ContentsIntroduction 7 1. About this special report 7 2. Definitions 8 3. Key platforms 10 4. The rise of social media in the legal profession 11 The business case for social media 15 1. The benefits of using social media 15 2. The risks of using social media 19 3. Guarding against the risks 21 Overview of common social media platforms 23 1. LinkedIn 23 2. Twitter 25 3. Facebook 26 4. YouTube 27 5. Blogging 27 6. Other social media platforms 28 7. Advertising on social media 31 8. Viral – how the platforms work together 32 Developing a plan 33 1. Marketing plan for the firm 33 2. Marketing plan for departments, sectors or offices 34 3. Marketing plan for individual lawyers 36 4. Segmentation, targeting and messaging 42 5. Integration with other marketing, selling and relationship management activities 44 6. Case study: planning content at BakerLaw 45 Using LinkedIn 47 1. Set up a company page 47 2. Individual lawyer accounts and profiles 49 3. Building your profile – step by step 49 4. Promoting your profile 51 5. Sending invitations and managing connections 51 6. Liking, commenting on and sharing others’ material 53 7. Using private messaging and InMail 54 8. Writing status updates and sharing posts and photos 55 9. Endorsements and recommendations 57 10.Publishing articles and blogs 58 11. Using groups 60 12.Case study: LinkedIn use at Thackray Williams 62 13. Large law firms on LinkedIn and Twitter 64 14.Case study: LinkedIn use at Forsters 64 Using Twitter 67 1. Company and team accounts and profiles 68 2. Individual accounts 69 3. Using public and private lists 69 4. Tweeting 70 5. Interacting – retweeting and commenting 72 6. Hashtags and live tweeting at events 73 7. Case study: Twitter use at Inksters 74 Using Facebook 77 1. Company (and/or group) pages 79 2. Page administration 79 3. Sharing content on Facebook 80 4. Case study: digital marketing at Wollen Michelmore 80 Blogging 83 1. General guidelines 84 2. Writing tips 84 3. Effective titles and tweets 91 Content development and management 97 1. The benefits of a content management plan 97 2. Content creation 98 3. Moderating and content curation 99 4. Case study: content creation at Clutton Cox 100 Central management 103 1. Plan 103 2. Policies 105 3. Manage domain names and account hierarchies 105 4. Brand, style and tone of voice 105 5. Analytics and monitoring effectiveness 105 6. Training and support 107 7. Disaster recovery plans 108 8. Tools to support management 109 9. Case study: digital marketing at Forsters 114 Conclusion 119 About the author 120

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Book SynopsisThe business of running a barristers’ chambers has changed immensely over recent years. The traditional image of chambers has been, in many respects, confined to the past and they are now, in large part, run as modern, highly efficient, businesses often with an international reach. The role of the barristers’ clerk continues to be vital to managing and developing the practice of independent sole practitioners operating under the umbrella of a chambers. However, the ever-changing face of the legal profession has necessitated that clerks, and chambers, adapt to the fresh demands of the new business environment. In addition to the now multi-faceted role of the clerks, the management and administrative structure of many chambers today often includes CEOs, accountants, HR and marketing teams. This practical guide, edited by David Barnes, Chief Executive & Director of Clerking at Atkin Chambers, provides readers with in-depth insight and advice into the management of chambers including business strategy, practice management, international development, talent management and compliance. The book features chapters from some of the most prominent clerks and CEOs currently working within the world of the Bar, as well as experts in accounting and recruitment.Trade ReviewHere’s a book that should be in every chambers’ library, containing as it does, a wealth of informed, authoritative and practical advice in how to run a barristers’ chambers profitably in a fiercely competitive legal environment. So it is not entirely and exclusively about ‘the independent bar’ as such; rather the focus centres on the Bar as a business. -- Phillip Taylor MBE * Richmond Green Chambers *An excellent handbook for anyone looking to understand the ever expanding role of a clerk or practice manager in modern day barristers’ chambers, whether they are starting out, rising up the ranks and looking to develop their skills, or already in a senior position and wanting to hear how others have met the challenges that every set now faces, and seized the opportunities. A window into how a set of chambers really works – or should work in the 21st century. -- Andrew Walker QC * Chair of the Bar, The Bar Council *Does this book succeed? It is without doubt an excellent primer about the business of chambers and does so well within its one-volume constraints. -- Robin Jackson * 3 Verulam Buildings *Table of ContentsForeword 5 Chantal-Aimée Doerries QC Atkin Chambers Strategy and why it is important 7 Nicholas Luckman Wilberforce Chambers Barristers’ finance 19 Howard Sears Price Bailey LLP Practice management and business development 41 Paul Martenstyn Alex Taylor Fountain Court Chambers – London & Singapore International development 51 David Grief Essex Court Chambers Marketing and branding 61 Natalie Hearn Rachel Murray Matrix Chambers Lindsay Scott 39 Essex Chambers Recruitment and talent management 75 Nick Rees GRL Legal LLP Women in law 89 David Barnes Atkin Chambers Wellbeing 105 Nicholas Hill 3 New Square IP Compliance and risk management 117 Christine Kings Outer Temple Chambers Technology @ the Bar 137 Felicity Schneider Littleton Chambers Pro bono/CSR 149 Chris Broom Gray’s Inn Tax Chambers About the authors 159 Index 165

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Book SynopsisThis Special Report focuses on improving lawyers' performance in one of the most challenging areas of their work: pitching for business. In today's competitive market, making your work stand out from the crowd is essential - not only for winning new business but also for the future success of your firm. Whether pitching to a group, responding to a tender or having a one-to-one meeting, the ability to deploy a combination of effective marketing communication techniques, in-depth audience analysis and meticulous preparation will improve the quality of your pitch... and increase your success rate. This must-read report takes a practical approach and offers a clear process for improving your pitching and responses to tenders. It covers key topics such as common mistakes, audience analysis, message and tone, persuading, what research really means when pitching, visual differentiation, and cross-border pitching. It also includes feedback and case studies from in-house lawyers and partners who have seen the most outstanding - and worst! - of pitches.Trade ReviewIn the final analysis, this report functions as an expert and informed guide to the pitch processes — and positive attitudes — that really work. As such, it is an ever-present help both for law firms and barristers’ chambers. -- Elizabeth Robson Taylor and Philip Taylor MBETable of ContentsAcknowledgements 6 I. Introduction 7 1. Getting started 7 2. Using this report 11 II. Where we are now 13 1. Where do the opportunities come from? 13 2. International pitching 14 3. Types of pitches 16 3.1 From the coffee… 16 3.2 …To the request for proposal or tender 18 4. Win ratios 18 5. Where do people go wrong when pitching? 19 6. Receiving poor requests for proposals from business 24 7. Pitching as the incumbent law firm 24 III. The context 27 1. Know the competition 27 2. Know yourself 28 3. Relationship building 30 4. Contextual advantages 31 4.1 Profile building 31 4.2 Living your business values 32 IV. Approaching a pitch 35 1. Do we want to pitch? 35 2. Do the preparation and research 38 3. Who are our targets? 39 4. Dealing with the procurement department 41 5. Panels 45 6. Personality traits 45 7. Putting together your account team 50 8. Unique selling proposition: why buy us? 50 9. Brand context 51 10. Credentials 53 11. The client’s specifications: reading between the lines 54 12. Theme and style 56 13. Pricing 57 14. Drawing the relevant material and points together 58 15. Good writing 60 16. Visuals and design 62 17. You think you are finished… then go the extra mile 63 18. Getting in front of the client 64 19. Face to face 64 20. The presentation 65 21. Feedback 68 22. Now go and do it! 70 About the author 71 About Globe Law and Business 72

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Book SynopsisAs the legal landscape becomes increasingly competitive, it is clear that law firms do not always do enough to remain at the top of their game. Firms that have embraced the challenges presented by increased competition are undeniably in a better position than those that have not. This title aims to help partners understand what they can - and what they should not - do to chart the course of their firm most effectively, and covers current topics such as digitalisation and the emergence of new competitors from outside the market. Keeping abreast of market developments is an essential part of law firm management and this edition focuses on helping partners, and their teams, to develop the right strategy. The second edition of this practical title in Globe Law and Business's series on the business of law offers up new ways to think about strategy and how to explore it in the context of a partnership. It includes contributions from leading academics, consultants and law firm partners who share their insights and experience in strategy development and management. Whether you are a managing partner of a small, medium or large law firm, this book offers a variety of viewpoints in a comprehensive single volume. As well as partners and their teams, it will also prove useful for consultants and academics in developing research in this important area.Trade ReviewInspiring combination of varying perspectives on relevant strategic issues and practical deep-dive on some topics. In particular, excellent highlighting of the importance of collaboration. -- Nora Teuwsen Today's transformation of the legal market is accelerating and more complex than ever. Applying a strategic approach does not only decrease uncertainty but improves the management of the inevitable change. This book provides practical and useful insights and offers an excellent source for further inspiration to anybody willing to proactively steer their own law firm's development and future. -- Bruno MascelloTable of ContentsIntroduction 5 Christoph H Vaagt Law Firm Change Consultants Part I. General aspects of law firm strategies Strategies of small, midsize and larger law firms: does one size fit all? 7 Christoph H Vaagt Law Firm Change Consultants Strategy in law firms: what it is and why we should care 31 Bente R Lowendahl BI Norwegian Business School Drivers of change - driving strategy in law firms 45 Mats Anderson Supreme Administrative Court (Sweden) How to drive change in a partnership setting 59 Wolf-Peter Gross Law Firm Change Consultants Part II. Resource-side strategies Resource-based approach to strategy: what makes your law firm unique today and tomorrow? 75 Dina Gracheva Independent strategy consultant The role of professional ethics in shaping law firms' strategy 83 Tomasz Wardynski Wardynski & Partners Implementing a smart collaboration strategy 95 Heidi K Gardner Harvard Law School Ivan Matviak Gardner & Co Business model transformation as a tool for driving strategic innovation and growth 115 Robert Millard Cambridge Strategy Group Matter management in law firms - the emergence and impact of legal project management 149 Ignaz Fuesgen smartvokat Legal tech as a factor in strategic law firm development 179 Felix Dette METIS Rechtsanwalte PartGmbB Part III. Market-side strategies Winning and keeping clients 189 E Leigh Dance ELD International LLC Global Counsel Leaders Reputation management in professional service firms 199 William S Harvey University of Exeter Business School Timothy Morris Michael Smets Said Business School, University of Oxford How to merge: lessons from 20 years of law firm mergers 217 Lisa R Smith Fairfax Associates How to screw up your international expansion: a 15-step guide 231 Robert C Bata WarwickPlace Legal LLC Professionalising the pricing and procurement processes 247 Richard Burcher Validatum (R) and Virtual Pricing Director (R) Silvia Hodges Silverstein Buying Legal Council Columbia Law School About the authors 263

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Book SynopsisSetting up a family office is never an easy undertaking and can present numerous challenges for anyone seeking to steward assets for future generations or meet the complex needs of extended family members. This Special Report provides a practical guide to the main factors to consider when setting up a family office and helps families and their advisers navigate a path through the wide range of family office models in use today. In addition to a brief history of family offices and their evolution, the report covers how families can be encouraged to spend quality time thinking about their needs and aspirations – as well as their relationship to the family wealth – and explores how advisers can work alongside families most effectively. Written in an engaging, accessible style Setting Up a Family Office looks at who can benefit most from a family office and walks the reader through each key step in the process, including: •how to hire; •where to locate; •what structure to use; •how to ensure privacy and loyalty; and •the evolution of the office and the family. This report makes essential reading for anyone considering setting up a family office including advisers working alongside families on these key issues. Authors Barbara Hauser and Keith Drewery have decades of practical experience working with family offices, in all stages, and in many countries.Trade ReviewThis report is extremely apt and valuable in raising key questions to assist those considering setting up an SFO in particular, as well as those advising families in this connection. Moreover, it includes various useful additional resources and links that are helpfully set out at the end. In view of the trend in favour of the use of a family office in today’s economic circumstances in many parts of the world, there is no doubt that the accessible style enables the reader to grasp not only the challenges but also key solutions that are available. -- Linda SpeddingTable of Contents1. Why read this special report? 2. How to use this special report? 3. Should I have a family office? 3.1 Does it need to be a single family office? 3.2 The need for a family office 3.3 Size of assets/investments 4. What are some of the benefits from having a family office? 5. Purpose of creating a family office 6. What does the family need doing? Assessing needs and expectations 7. What will the family office look like? Setting up a Family Office 8. What will the family office do? 8.1 Potential services to be provided 9. Where should your family office be located? 10. Getting the staffing right? 10.1 Recruitment 10.2 Remuneration 10.3 Retention 11. Funding the family office 12. Managing risks of the family 13. Getting the “infra-structure” right 14. Governance 15. Conclusion – the life cycle of a family office 16. Appendix

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Book SynopsisAs F Scott Fitzgerald wrote in The Great Gatsby, “the rich are different” and face unique challenges – this is perhaps especially true today. Countries are racing to disclose bank accounts to garner more tax income and the politics of being in the “1% club” are not always positive. Yet these are important clients with important needs. This comprehensive new handbook, featuring contributions by leading private client advisers, includes chapters on topics including: •the importance of having a detailed, organised balance sheet; •buying very substantial properties; •choosing a country of residence; •managing cross-border taxes; •protecting assets from marital claims; •understanding trust documents; •creating a private trust company; and •setting up a family office. In addition, this book explores risk and reputation management, addresses diminished capacity and provides an evaluation of the wealth infrastructure, the philanthropic framework and the future of global investing. Edited by Barbara Hauser, Editor of The International Family Offices Journal and the new edition of Family Offices: The STEP Handbook for Advisers, this new handbook will provide essential reading for all private client advisers, wherever they are based.Trade ReviewAdvising the Wealthy Client covers many of the crucial areas for advisors to know about and implement in their work. It is a welcome addition at a time when both family wealth and the world are becoming ever more complex. -- James Grubman PhDTable of ContentsIntroduction Barbara R Hauser Independent family adviser Overview of global situation for private wealth Joseph A Field Pillsbury Winthrop Shaw Pittman LLP Inventory and comprehensive consolidated balance sheet Asher Noor AlTouq Group Special assets purchase and maintenance: purchase of substantial properties Jeremy McGivern Mercury Homesearch Managing insurable risks Linda Bourn Crystal, Alliant Private Client General risk preparedness John Deverell thepreparedmind.net Choice of residence Nicola Saccardo Maisto e Associati Management of taxes Jeremy Arnold Withersworldwide Reputation management Charlie Bain Digitalis Protection from marital claims Simon Bruce Farrer & Co Review of all trust documents Gail Cohen Gerry Joyce Fiduciary Trust Company Consider creating a private trust company Advantages of a family office Barbara R Hauser Independent family adviser Addressing diminished capacity The philanthropic framework Melissa A Berman Rockefeller Philanthropy Advisors Global investment future views Craig Pearson Private Wealth Systems The essential infrastructure for wealth preservation Natasha Pearl Aston Pearl

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Book SynopsisIn an increasingly competitive landscape and with challenges from disrupters, the Big 4 and technology, business development has a pivotal role in a law firms’ strategic success and their ability to stand out from the crowd. The second edition of Business Development: A Practical Handbook for Lawyers, edited by Stephen Revell from Freshfields, revisits the theory, tools and skills needed to implement effective business development in law firms today. Content covers the practical elements – such as what the perfect pitch looks like – as well as the strategic elements, including the variety of structures and approaches to business development at law firms of all sizes. New chapters focus on technology and digital presence, as well as key client relationship management and the importance of emotional intelligence in successful business development and client retention. Listening to clients is also a key factor in business development, but how often do we really do so? In this edition, client interviews remain an important feature, and we also hear from 10 new General Counsels on what successful business development looks like to them. Business Development: A Practical Handbook for Lawyers is a one stop-shop on business development for law firms, marketing teams and lawyers in private practice. It will also be of interest to in-house lawyers, academics and other professional services providers.Trade ReviewA splendid and insightful read from Stephen to showcase the modern day legal industry! By bringing various experts together, he is able to dive deeper into the new and innovative parts of legal business development that we, as lawyers, should seriously consider. This book is a game changer. The chapter on analytics and the L.A.W. framework to uncover business development opportunities is interesting and refreshing. -- Jerry K. C. Koh, Joint Managing PartnerA recommended practical guide to Business Development for lawyers - in the legal industry’s fast-changing business environment, this comprehensive guide sets out useful insights and perspectives from all stakeholders such as senior lawyers, marketing professionals, business consultants, general counsel, and academicians. It is packed with advice and inspiration for the young associate lawyer to the managing partner. Revell shares his decades of effective strategy, tactics and implementation for every lawyer’s must do and must know to win and retain clients business. -- Hanim HamzahThe subject of business development has never been more important for law firms everywhere, and this book draws on insights from within the profession and beyond, from lawyers, clients, marketers and a range of other experts to provide insights and tools covering every aspect of this critical law firm activity. Covering the subject from all angles, this is quite simply the whole story on business development for lawyers. -- Stephen W. BowmanTable of ContentsIntroduction Stephen Revell Freshfields Bruckhaus Deringer Part I. Overview of business development in a law firm Developments in law firm marketing Murray Coffey Rochelle Rubin Haynes and Boone LLP BD – The Nuts and Bolts Katie Cramond McDermott, Will & Emery Julia Randell-Khan Consultant The variety of different structures and approaches to BD Stephen Revell Freshfields Bruckhaus Deringer The case of Arendt & Medernach in Luxembourg Brian Gribben Arendt & Medernach The case of Creel, García-Cuéllar, Aiza y Enríquez in Mexico Alejandra Vasquez Creel, García- Cuéllar, Aiza y Enríquez Divide and conquer: putting structure around key client care Will Taylor Wiersholm Part II. ‘The eye of the beholder’ – the client perspective: Interviews with general counsel Stephen Revell Freshfields Bruckhaus Deringer Part III. Lawyer vs professional The lawyer’s role in business development – can lawyers sell? Shelley Dunstone Legal Circles How do you teach lawyers to do business development Tom Bird Møller Professional Services Firms Group Making the sale, clinching the deal – the case for a business development team Thorsten Zulauf Law Firm Change Consultants A day in the life of a head of business development Christine Liæker Lindberg Wiersholm Marketing through good HR André Andersson Mannheimer Swartling What to do when your clients involve legal procurement Silvia Hodges Silverstein Buying Legal Council; Fordham Law School; Columbia Law School Matt Prinn RFP Advisory Group Part IV. Communications and PR Communications and public relations in law firms – connection and contradiction Dex Torricke-Barton Brunswick Group LLP The marketing and advertising of legal services Social media and business development in law firms Nassim Ghobrial Rainer Kaspar PHH Rechtsanwalte Part V. The future of business development and legal practice Business development in law firms of the future: focus and infrastructure Norman Clark Walker Clark LLC Potential impact of a rapidly changing legal services industry: emotional competence skills that are most relevant to succcessful business development and client retention Lisa Walker Johnson Walker Clark LLC Technology Sriram Chakravarthi SAL Group Part VI. How to do it guide The 10 fundamental elements of business development Stephen Revell Freshfields Bruckhaus Deringer

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Book SynopsisThis Special Report offers a research-based view into the importance of soft skills for modern lawyers and how law firms develop essential soft skills – whether to comply with SRA rules, to lead productive teams, to provide the best service to clients or to grow their practice. Through interviews with lawyers, leaders and human resource professionals at large and small firms, the report provides an overview of the essential soft skills required by modern lawyers, competency frameworks and insights into how best to develop them and guidance on some of the essential soft skills required. Interpersonal, emotional intelligence, communication, learning, adaptability, problem-solving, negotiation, team management, leadership and business development are amongst the soft skills explored for high-performing lawyers. This report is the guide to developing the skills needed to get ahead and stay ahead in your legal career.Trade ReviewEvery so often, a book is published which you know will become the ‘go-to’ text in its field. For lawyers, L&D and HR professionals, trainers and coaches, Kim has skilfully crafted a definitive guide to essential soft skills for lawyers. It contains a wealth of resources offering a research-based overview into the importance of soft skills. With real life practical examples from leading law firms, it is well referenced with a comprehensive list of sources. Easy to dip into for an understanding of different soft skills, or to broaden knowledge of a familiar topic. -- Caron MurphyThis timely book is the first of its kind which I’ve encountered and provides a hugely important perspective on the professional skills required by the next generation of lawyers. The text is accessible and practical in outlook while also offering a wealth of detail and recommended resources which will be invaluable to students and practitioners alike. It brings together the full range of existing and emerging competencies such as legal technology and business development, and offers insightful guidance on how to enhance these skillsets. I would recommend this book to all law students embarking on a career in legal practice and to practising lawyers seeking to future-proof their careers in a dynamic legal marketplace. -- Christopher HowardTable of ContentsAcknowledgements 7 I. Introduction 9 II. What do we mean by ‘soft skills?’ 11 1. Technical legal and technology skills 11 2. Is it practical intelligence? 12 3. Is it commerciality? 12 4. Are they emotional or people skills? 12 5. Are they attributes? 14 III. The importance of soft skills for lawyers 15 1. World Economic Forum’s Future of Work report 15 2. Management experts 16 3. Client perspective 17 4. Solicitors Regulation Authority 17 5. Legal sector commentators 18 6. Commercial and trusted advisers 20 7. T-shaped lawyers 24 8. O-shaped lawyers 25 9. The Delta Model 25 IV. Emotional intelligence for lawyers 27 1. What is emotional intelligence? 28 1.1 Self-awareness and personality assessments 28 1.2 Self-management 30 1.3 Social awareness and empathy 31 1.4 Relationship management 32 1.5 Being politically astute 32 2. Client views on emotional intelligence in lawyers 34 3. The link between confidence and perfectionism 36 4. Stress, resilience and wellbeing 37 5. Decision making 40 6. High-performance environment 41 V. Methods of developing lawyer soft skills 43 1. Approaches to training and development 44 1.1 Dedicated learning and development function 44 1.2 Training academies 48 1.3 External training suppliers 48 1.4 Self-managed learning 49 1.5 Best practice 52 1.6 On-the-job training 52 1.7 Case studies and scenario analysis 52 1.8 Peer learning 53 1.9 Secondments and shadowing 53 1.10 Part-time (voluntary) roles 53 1.11 Digital training and e-learning 54 1.12 Role models 58 1.13 Feedback 58 1.14 Coaching and mentoring 59 2. Law Society research 61 3. How to promote learning and different learning styles 62 3.1 Fear of change 62 3.2 Fixed and growth mind-set 63 3.3 Adaptive third 63 3.4 Change management 63 3.5 Learning theory and process 63 3.6 Learning styles 65 3.7 Reflection 66 3.8 Retention 66 3.9 Motivation to learn 68 4. Competency frameworks 68 5. Measuring the effectiveness of training 71 6. Awards for soft skills development 73 VI. The range of soft skills required by lawyers 75 1. Essential soft skills for lawyers 75 2. Lawyer qualities and attributes 78 VII. Five essential soft skills for lawyers 81 1. Personal skills 81 1.1 Goal setting 81 1.2 Making an impact, messaging and personal brand 87 1.3 Creativity 89 2. Communication skills 93 2.1 Non-verbal communication 95 2.2 Active listening 98 2.3 Storytelling 102 3. Building relationships 105 3.1 A model of business relationships 106 3.2 Understanding different types of relationships and how they are formed 107 3.3 Creating rapport and trust 112 3.4 Navigating difference and conflict 122 4. Leadership – managing a team 126 4.1 Delegation 128 4.2 Coaching 133 4.3 Feedback 140 5. Business development – marketing, selling and referrer management 144 5.1 What is business development? 145 5.2 Networking 148 5.3 Presenting and performing 153 5.4 Selling 155 VIII. Soft skills in other professions 159 1. Solicitors Regulation Authority 159 1.1 Core competencies 159 1.2 Professional Skills Course 160 1.3 Practice Skills Standards 160 2. Institute of Chartered Accountants in England and Wales 160 3. Royal Institution of Chartered Surveyors 162 IX. Concluding observations 165 X. Signposts to other learning resources 171 1. Recommended books 172 2. Training organisations 178 Appendix I. Illustrative competency dictionary and framework 179 Appendix II. Example RICS mandatory competency – communications and negotiation 181 Notes 183 About the author 189 About Globe Law and Business 191

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Book SynopsisMany professionals, especially those who own all or part of their firm, find it difficult to think about retirement. In particular, those who practise their chosen profession into their sixties and seventies often worry that when they retire they will miss the challenge, excitement, companionship, mental stimulation and sense of fulfilment that their work provides. After all, to a great extent we are what we do, and winding down raises questions about self-esteem and one's value to society. Moreover, professional life increasingly conditions us to place the interests of clients, customers and colleagues so far in front of our own interests that personal and family issues are sometimes neglected, creating additional challenges. With these challenges in mind, the notion of "never doing today what can be done tomorrow" can be seductive. However, Partner Retirement in Law Firms is designed to help reduce procrastination and encourage proactive retirement planning. In this new book, expert contributors provide tips and guidance for navigating the difficult aspects of retirement in the broad context of career planning, including: *the financial consequences of retirement; *legal matters; *day-to-practicalities; *accounting and tax; *psychological considerations; and *succession planning. Partner Retirement in Law Firms provides a practical guide to finding the right path to retirement and is aimed at individual partners seeking to transition from professional to retired life seamlessly and with minimal stress. In addition, it makes an invaluable resource for law firm HR and career development teams.Trade ReviewIn olden times, we entered into partnership in a law firm and staggered on until we were carried out feet first. There was no need for a book of this nature. Nowadays, entry into partnership is considered by many as just one rung on the ladder of an upwardly mobile and glorious career: or perhaps not. I practised in the field of partnership breakdown for many years towards the end of my career and felt the lack of a “bible” such as this. We had to make it up as we went along. Ronnie Fox, the editor, with his unerring eye for spotting gaps in the legal profession has done it again. This book was needed. In fact, every new partner should be presented with a copy which should have a prominent place on the bookshelf, to be dusted off in times of stress and consulted in depth when the time is right, although by then it may be a more contemporary edition. But beware: however good the book is, there is no substitute for tailor-made legal advice as the authors all confirm. Inevitably in a book with a different author for every topic there is a varying approach and sometimes a clash of styles but it hardly matters. These serve to give the reader a three dimensional approach to the subject. This book can be read from cover to cover in one sitting or dipped into for specific topics that are of concern . In future editions, an index would be helpful and make the book more user friendly. The most important section is probably the first one: Partner Retirement- A Firm’s Perspective by Corinne Staves. Though slanted towards the interests of the firm as a whole, it should be read for its insights by the individual partner. Not only does the author give a succinct summary of the relevant law but also indicates the “pressure points” where negotiation and compromise are very likely to be required. In passing, as a former practitioner in the field, I am interested that what were half articulated ideas in my day are now fully established principles. Legal Issues from the Individual Partner’s Point of View by Ivor Adair and Caroline Field contains far more information and is somewhat less easy to use. The potential reader may be a partner facing termination and in a somewhat emotional state. Everything he or she needs to know is included but it may be hard to find especially since such a partner is almost certain to seek legal advice anyway. I do view the first section as very much the model of how such a chapter should be structured. Paul Beber, author of Accounting and Practical Considerations, comes across as the type of “wise old head” that you would like to have in your corner. His points are all supremely relevant and he has obviously advised many times in these types of situations. “Why didn’t I think of that?” will often be the question for the reader here. It is often so easy to overlook what is staring you in the face with extremely damaging consequences. Tax Considerations by Nicky Morgan reminds me what a patchwork labyrinth, to mix metaphors, our tax system has become. It was bad in my day but it is now much worse. I feel she had no alternative but to structure her topic in this way. Tax simplification is the ultimate oxymoron. I will never understand overlap relief. You cannot underestimate the emotional impact of partner retirement and psychotherapist Micheline Hogan does not try. Having been one of the defendants in the leading and long running case of Hurst v Bryk, there were many times when I could have made use of her soothing services. This chapter is important for both sides in a partnership dispute in order to know themselves. Veronica Mann in Financial Aspects of Retirement Planning: a 10-Point Plan paints the broad picture with which I hope most partners will be acquainted but I forget how busy specialists can be, so concentrated on their own subject that they are ignorant of what is going on in the rest of the world. Anyway, it does no harm to restate them here. Once again, specific advice is required. Having practised as a solicitor for the whole of my career, I found “Another Career” by Roderick Chamberlain a little disappointing. It is general in terms and not specific to lawyers’ needs. He makes no mention of the many opportunities available in the judicial field: full or part time: from dog shows to the Supreme Court! Some of my contemporaries enjoyed fruitful further careers part time as adjudicators in the tribunal field. Two part time appointments equalled one full time one with a compulsory cut off due to age. Overall, I strongly recommend this book. -- Michael SimmonsLawyers are often excellent at supporting clients but not always as good at advising themselves. The book looks at retirement from the firm’s perspective, the individual concerned, accounting and tax consideration, financial aspects and what is next after retirement. (This is about the possibility of another career not the afterlife – although we should plan for that as well!). Each chapter is written by knowledgeable writers, and is edited by an expert in this area. Retirement is described in the book as the ‘longest holiday of your life’ which seems a bit daunting to me, but this is an excellent guide whether that holiday is in the Caribbean or a tent in a windswept car park. -- David PickupTable of ContentsPreface Ronnie Fox Fox & Partners Legal issues for a partner Ivor Adair Caroline Field Fox & Partners Legal issues for a partnership Corinne Staves Maurice Turnor Gardner Practical and accounting considerations Paul Beber HW Fisher Tax considerations Nicky Owen Crowe The psychological impact of retirement Micheline Hogan Psychotherapist Career Planning Rod Chamberlain Career Guidance Services Financial Planning Veronica Mann Talis

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Book SynopsisIn-house legal teams are under more pressure than ever to add value to their organisations. This Special Report combines the rigour of Harvard research with a pragmatic focus based on input from hundreds of General Counsels, in-house lawyers, CEOs and board members to show why and how legal teams work across silos – what we call ‘Smart Collaboration.’ It includes the business case, practical tips, case studies and tools to help legal teams master the four essential ‘vectors’ of collaboration: 1.Within legal: the full potential of legal and non-legal talent. Rethink hiring and onboarding. Collaborate across countries and cultures. Elevate leadership skills and engineer work to make time for collaboration. 2.With the business: create more innovative, strategic solutions by partnering with business leaders. Proactively engage with the board and c-suite to deliver value. 3.Across functions: integrate with other departments (Finance, R&D, HR, etc.) to create more holistic solutions that capture opportunities, lower risk, and improve the employee and customer experience. 4.Externally: co-develop solutions to shape regulatory agendas and inform public discourse. Maximise value with outside counsel and other third-party legal providers. Vetted by dozens of General Counsel and in-house lawyers, this report will benefit all members of in-house legal teams and those who work with them (eg, executives, heads of other corporate functions, recruiters and consultants). Partners and leaders in law firms will also gain from a deeper understanding of their clients’ operations and aspirations.Trade ReviewGardner’s new book Smart Collaboration for In-house Legal Teams is a must-read for any in-house lawyer who wants to become an effective business thought partner and claim a seat at the table in strategic discussions. Through extensive research and analysis, Gardner turns a complicated subject into simple guidance on how to overcome typical barriers to collaboration in global organizations and achieve real and long-lasting results. -- Suzana BladesTable of ContentsFigures Tables I. Introduction 1. The four vectors 1.1 Across disciplines within the legal group 1.2 With the business, including front-line managers, executives and governing boards 1.3 Between the legal team and other corporate functions 1.4 With external parties beyond the organisation 2. Research methodology, confidentiality and terminology 3. In this Special Report II. The case for collaboration 1. Benefits of in-house legal teams’ collaboration across all four vectors 1.1 Higher-quality, lower-risk solutions 1.2 Innovative outcomes 1.3 Operational efficiency 1.4 Attract, engage and retain talent 1.5 Diversity and inclusion 1.6 Individual benefits: networking, recognition, legacy III. Real and perceived obstacles to collaboration 1. Barriers 1.1 Time pressures and the drive for efficiency (27%) 1.2 Interpersonal distrust and territoriality (22%) 1.3 Knowledge gap about your legal, business and functional colleagues’ expertise (17%) 1.4 Lack of skills and confidence to initiate and carry out collaboration (15%) 1.5 An unsupportive culture (11%) 1.6 Lack of trust in others’ competence (8%) 2. Closing thoughts on barriers IV. Building collaboration within the in-house legal team 1. From vision to strategy 2. Hiring collaborative talent 3. External hires – the three stages 3.1 Preparing to hire 3.2 Recruiting collaborators 3.3 Integrating those new hires 4. Collaborating across geographical divides 5. Building leadership skills 5.1 Tie actions and directives to the larger vision 5.2 Create an open, learning-centric environment 5.3 Build your team’s future-ready competencies 5.4 Create exposure opportunities for others 5.5 Offer timely ‘suggestions’ (instead of anxiety-producing feedback) 5.6 Celebrate success 6. Making time for collaboration 7. Closing thoughts on collaboration within the team V. Smart collaboration with business executives 1. Earn a seat at the strategy table 1.1 Be more than just a lawyer 1.2 Develop and share future-focused insights 2. Claim your seat at the strategy table and use it effectively 2.1 Overcoming imposter syndrome 2.2 Building and using authentic gravitas 2.3 Help shape the style and tone of interactions across the executive team 3. Build two kinds of trust 3.1 Building interpersonal trust 3.2 Building competence trust 3.3 Climbing the Trust Staircase 4. Concluding thoughts: collaborate by building relationships VI. Smart collaboration between Legal and other corporate functions 1. Proactively build relationships – while the pressure is lower 2. Paths to building cross-functional relationships 2.1 Formal relationship-building 2.2 Informal relationship-building 3. Explore others’ perspectives 4. Building the bridge 4.1 Spend time consciously focused on the other person’s (or group’s) agenda 4.2 Develop and demonstrate genuine curiosity 4.3 Probe the politics (sensitively) 5. Lead collaborative efforts for higher performance 5.1 Employ disciplined project management to maximise use of time and other resources 5.2 Distinguish between task conflicts and relationship conflicts 5.3 Use your influencing skills rather than your authority 6. From responder to thought partner VII. Smart collaboration with external stakeholders 1. Degree of joint experience 1.1 Mature, deep (stakes: high; innovation need: high) 1.2 Familiar (stakes: low; innovation need: low) 1.3 New (stakes: low; innovation need: high) 1.4 Strong (stakes: high; innovation need: low) 2. Collaborating with outside counsel, including law firms and ALSPs 3. Collaborating with regulators 3.1 Establish trust and credibility with regulators through upstanding conduct and an effective compliance regime 3.2 Help shape the regulatory environment 3.3 Proactively participate in voluntary regulatory framework discussions 4. Collaborating with legal team counterparts in other organisations 5. Closing thoughts: collaborating outside the company VIII.Smart collaboration: the ongoing opportunity 1. The ‘dark side’ of collaboration: an over-committed organisation 1.1 The Four Ms 2. Final thoughts Notes About the author About Globe Law and Business Figures Figure 1. Four vectors of collaboration for in-house legal teams Figure 2. Benefits of cross-domain collaboration Figure 3. Business outcomes of employee engagement Figure 4. Collaboration and performance – added value from smart collaboration Figure 5. The reinforcing cycle of collaboration benefits Figure 6. Barriers to collaboration for in-house legal teams Figure 7. Collaboration and external hires – two paths Figure 8. Three-stage process for external hiring Figure 9. Multi-tiered benefits of role-based competency grids Figure 10. Preference gap between giving and receiving feedback Figure 11. Leader’s reaction to subordinate’s good news Figure 12. How CEOs view Legal: cost vs value-add Figure 13. The Trust Staircase Figure 14. From responder to thought partner Figure 15. Avoiding the performance pressure trap degree of prior joint experience Figure 17. The danger zone Figure 18. Measure it: collaboration across many teams Tables Table 1. Paths to cross-functional relationships Table 2. Signs of excellent and deficient collaboration within outside firms

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Book SynopsisThis Special Report will show you how to build a stronger public, professional profile in order to attract opportunities, enhance career progression and win new business. At the end of the report, you will have put together your own practical, personal profile plan and will be able put it into action. With so much information available about professionals online, it is essential to actively manage your own profile and not leave it to chance. Most lawyers do not manage their professional reputations and so there is clear opportunity, for those who do, to become much better known, enhance their career progression and win business through strong reputation and new opportunities. However, with all the information clutter out there, how do you stand out in the market place? This report will address: •Why it helps to have a strong professional profile; •Why people choose to work with you and what influences their decisions; •How you present yourself and build your personal brand; •What psychological tools you can use to build your network; •How to enhance your public credibility; •Practical activities to raise your profile; and •How to avoid damaging mistakes. Building your Professional Profile will help any lawyer seeking to build a professional profile to win work and open up more business opportunities. It will also be of value to lawyers wishing to progress their career, whether by becoming a partner, gaining promotion or moving firms. Those wanting to build credibility in the marketplace, or with clients and colleagues, will also find it beneficial.Trade ReviewThe central message of this Special Report is one of empowerment: taking control of your own business profile and leveraging it in a way that is best calculated to achieve maximum impact. I recommend it highly to all aspiring and established professionals seeking both to make a name for themselves in their chosen field, and to grow their business successfully. The structure of the publication is simple, with short chapters, each conveying clear points. Content-wise, the key aspects of one’s professional profile are addressed, along with real-life “soundbite” quotes extracted in support of, or to illustrate, the points being made throughout. These are quotes from attendees of courses on the subject (understandably, without attribution); they add authenticity and a sense of how the ideas and concepts covered apply in practice. In terms of style, the author, Rebecca Harding, practises what she preaches throughout the report: a readable account that is concise and easy to digest. The use of practical pointers and the assigning of “tasks” assist the reader to apply the approaches and techniques advocated to his or her own situation, and will no doubt figure heavily in business plans which are formulated to put into action the recommendations in the report. Harding encourages the reader to re-evaluate their current approach to profile-building, and succeeds in doing so, in an open and constructive way. She presents new ideas and approaches, which, although they might not come naturally to certain professionals, are explained in a clear and well thought-out manner, such that their application in practice will soon begin to feel second-nature. The practical guidance provided is particularly insightful: Harding discourages natural tendencies to downplay key attributes and selling points, and outlines methods by which professionals can sell their strengths more effectively, and differentiate themselves from their competitors. There is a clear emphasis on promoting interactions and positive engagement with existing and new business contacts, particularly in the use of social media – where contributions by professionals sometimes can fall flat. More traditional means of business development and profile-raising – notably, writing articles and public speaking – are covered, too. Refreshingly, here, Harding presents her recommendations through a modern lens: the focus is on leveraging the limited time available to many busy professionals in a way that will help them to achieve maximum coverage and impact with their intended audiences. For me, a key takeaway – and something that resonates with my own professional experiences – is what is said about putting into practice best-laid plans, once all the learnings from the Special Report have been assimilated. Here, Harding says: “Implementation is what makes the real difference and that is where others often fall down”. She goes on to describe how effective implementation can be achieved with some helpful suggestions and tips. The publication of this Special Report is timely. There is no question that the COVID-19 era has been a game-changer for professionals in many aspects of their working lives. This has been particularly noticeable in the field of business development and building one’s professional profile, with many of the conventional “routes to market” having been cut off during the pandemic and the lockdown measures that it has brought. Although this has presented challenges, the situation has nevertheless meant that those affected face similar disadvantages, resulting in something of a levelling of the playing-field – in certain respects, at least. This creates common opportunities for many professionals seeking to build their profiles, networks and grow their businesses. Those who are armed with this Special Report will be particularly well-placed to steal a march on the opposition. -- Mark CraggsI really like the way the book was pitched. It takes a “help clients help you” perspective, encouraging you to take control of your professional profile rather than leaving it to fate. Rebecca Harding does a good job of providing practical tips to help you think beyond the narrative in term of putting your plans into action, which will be very useful for lawyers. I also found it helpful that the author tried to spin it around so one looks at, for example, self-promotion in a more positive light. It is not something that comes naturally but the author is right in pointing out that you wouldn’t judge others in this way. I also found it enlightening that the author takes a “friends first, business second” perspective, i.e. still being professional as well as warm and kind, something I really think is important, and the importance of personality in terms of building your brand; that emotional connections are also important even in building business relationships. -- Helen GreenfieldTable of ContentsIntroduction Why do we need to build our profile? Personal brand How do people choose you? You are the business Your unique selling proposition Objectives and planning What’s already out there? Tone Key messages Target market Making friends, not colleagues Building your Professional Profile How to Enhance your Career and Win Business Psychological tools Social media Channel selection Using photos Post construction Being human Titles and positions Awards and testamonials Building your network Be entrepreneurial Outstanding in your field Speaking Get writing Productise me External reputation Taking care How to make it work for you And finally…

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Book SynopsisAs a result of Brexit, and the subsequent move by companies and organisations from London to continental European capital cities (eg. Amsterdam, Frankfurt, Paris), as well as further globalisation and analysis of referral work, international law firms have made it a strategic priority to expand their capabilities and to enter new markets. They can do so by merging with or taking over a national independent law firm, via lateral hires and/or by the onboarding of teams. Each of these strategies requires a thorough approach and methodology. Strategies for Growth in Law Firms, coordinated by Gerard Tanja and Robert van Beemen of Venturis Consulting, explores some of the crucial elements relating to international growth strategies in the legal sector: law firm mergers, market entries, the onboarding of teams, and the development of international referral strategies. It includes coverage of: •Which strategies international firms pursue with a market entry; •How they identify and assess the (potential) candidate firms; •How they ensure they hire the right teams; and •What national independent boutiques (as popular candidates) take into consideration when merging with an international firm. It provides in-depth insights, practical tools and case studies regarding the methodologies, execution and implementation of growth strategies for law firms, as well as an overview of the developments in the various international legal markets (Europe, Asia, Latin-America) and of the different international growth strategies pursued by international law firms, the Big 4 and alternative legal service providers, including the implementation of these strategies (post-merger integration). This title will be of use to both international law firms and national boutique firms in the US, UK, EU and Asia. It provides valuable guidance for managing directors, business development directors, partners and managers responsible for the development of the international network of law firms, and general counsel will also find it beneficial.Table of ContentsIntroduction 5 Robert F van Beemen Venturis Consulting Group Part I. Trends and developments in the international market Trends and developments in the international market for legal services 15 Robert C Bata WarwickPlace Legal LLC Leopoldo Hernández Romano KermaPartners Part II. Strategies to realise international growth Market entry strategies in Europe: objectives, challenges, process 41 Gerard J Tanja Venturis Consulting Group International referral strategies 57 Robert F van Beemen Venturis Consulting Group Part III. International and post-merger integration Boosting your growth strategy through effective marketing and business development 75 Steven Ongenaet KermaPartners Prerequisites for profitable revenue growth 97 Stefanie Hoogklimmer Venturis Consulting Group Strategic communication: a major contributor to growth 111 Peter Gerdemann Venturis Consulting Group Purpose, sustainability, culture and leadership: the foundation for growth 129 Rupprecht Graf von Pfeil Venturis Consulting Group Case study 1: CSR as part of the firm’s DNA 150 Case study 2: People and culture 154 Structure, governance and profit distribution: how to align them with a growth strategy 157 Rupprecht Graf von Pfeil Venturis Consulting Group Integration planning in law firms: successes and pitfalls 187 Sabijn Dullaart Wolf Kahles Venturis Consulting Group Towards growth and operational excellency with legal project management 199 Marion Ehmann Venturis Consulting Group Know-how and technology strategies for law firms to defend and grow the business 221 Simon Ahammer legalCube UG, KPMG Law Germany About the authors 243 About Globe Law and Business 249

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Book SynopsisSuccessful talent management approaches in law firms focus on creating the conditions for lawyers to thrive and succeed rather than on “managing talent" in the traditional sense. This book reveals the various strategies that law firms of all sizes can take to foster and maintain their lawyers’ naturally high level of motivation and search for excellence so that they can deploy their full potential, collaborate and be fit to constantly adapt to change. Following trends seen in other knowledge intensive industries, a number of leading law firms have, in the last few years, started to shift their perspective and initiated interesting changes, particularly in the way they manage performance or consider career progressions. The second edition of this book coordinated by Rebecca Normand-Hochman explores the various elements of what law firms can do to "manage talent" in the most effective ways as well as to overcome the challenges that firms often encounter in their efforts. Topics covered include setting the foundations of a successful talent management strategy, new approaches to managing performance, leading lawyers through change, effective teamwork and collaboration, cultural intelligence and how to develop innovative mindsets for future challenges. Chapters provide practical guidance from experts internationally to help law firm leaders and partners create the conditions for their teams and themselves to develop to the highest levels of success. This book will also be of interest to learning and development specialists and to emerging leaders seeking to understand what will be required of them to inspire others to thrive.Trade ReviewThe second edition of Managing Talent for Success is full of best practices and ideas to implement in law firms in order to maintain high levels of motivation and to adapt to change. A must read. -- Caura BarszczLooked at from the outside, lawyers may appear to be individual experts. Alone, or close to it. Self-sufficient and self-reliant. The expert to be called upon for a particular task or project. A student attending a law faculty is not likely to be disabused of this perception. For many lawyers in private practice around the world, this is indeed the reality. But if you are reading this, you know that the success of your particular practice and your firm hinges on more than the mere accumulation of lawyers, each working away on their own client matters in isolation from the rest. In the second edition of Managing Talent for Success: Talent Development in Law Firms, contributing editor Rebecca Normand-Hochman has brought together an outstanding group of lawyers and advisors with deep expertise and experience in the many facets of talent management in law firms. Through their collective efforts Globe Law and Business (www.globelawandbusiness.com) has produced in this one volume both expansive overviews of the various facets of talent management as well as detailed roadmaps through processes that can lead to greater individual and firm success at every stage of a legal career. Normand-Hochman sets the stage by observing that the legal industry is dealing with rapid change driven by digitalisation, artificial intelligence, globalisation, significantly higher levels of competition and Covid-19. Take a moment to unpack that short list, and think about the impact of new entrants into the world of lawyers, in the form of non-lawyer service providers and data-driven services that reduce or displace the need for lawyers. Add to that the arrival of lawyers and firms from other jurisdictions and, at the same time, the increasing willingness of clients to obtain advice from lawyers who are not within walking or driving distance of their office. And alongside all this, of course, there is the impact of the wide-spread adoption of in-house legal teams on traditional client relationships and workflows. Put it all together, and Normand-Hochman concludes, quite rightly, that ‘managing and leading the human side of organisations has never been so important’. Fortunately, this new edition comes at just the right time. One of the strong recurring themes that runs through many of the contributions is the integration of talent management with strategy. Marc Bartel and Caroline Vanovermeire make this point very bluntly: ‘Talent is vital for the successful implementation of any strategy’. Normand-Hochman discusses the ‘absolute imperative to align talent with strategy’. Each of the authors in this volume in their own way tackles a part of the talent/strategy imperative. A number of authors discuss aspects of talent development within the law firm context. Jay Connolly explores the importance of diversity and inclusion – with the emphasis on inclusion – and lays out a comprehensive analysis of training goals, techniques, tools and performance measurement, setting the stage for a deep dive into performance management by Laure Carapezzi and Jean-Baptiste Lebelle. Moving along the career continuum, Tony King provides detailed insights into the partnership promotion process, perhaps the most important milestone in a lawyer's career apart from getting that first job. Normand-Hochman then follows with the next question: developing partners as managers and leaders. Alongside these discussions of the steps through the legal talent arc, Jonathan Middleburgh and Simon Pizzey provide an excellent guide to coaching for lawyers, and Stuart Barnett does the same for mentoring, both increasingly recognised as key talent management tools in the legal profession. Heidi Gardner provides research-based insights into the benefits of a well-oiled legal team, and she means ‘team’ and not ‘group’. Her analysis of the distinction between smart collaboration and cross-selling, and the professional and financial benefits of fostering true collaboration, is compelling and indeed inspiring. Her research has demonstrated that the benefits of multiple partners collaborating together to solve client challenges far outstrip the benefits of Partner A merely sending a client down the hall to Partner B to receive additional separate unintegrated advice. Beyond the data, she lays out the key steps for improving collaboration within a firm and building a collaborative culture. Larry Richard offers insights into the common personality traits of lawyers, and sets the table for Robert Sharpe's discussion of techniques for leading lawyers through change, which most readers already know is a unique challenge in the typical law firm, with its mostly sceptical highly-autonomous partners. It will not come as a surprise to read that the attitudes and behaviours that lawyers bring to the profession, and reinforce along the way, tend to make them distinctly resistant to change. Shifting from looking inside the firm to looking outside, Sarah Martin discusses the importance of emotional intelligence, Peter Alfandary discusses the more recent concept of cultural intelligence and Kevin Doolan and Moray McLaren provide detailed practical advice on how to build sustainable client relationships without engaging in that activity which most lawyers find to be both terrifying and abhorrent: selling. Normand-Hochman returns with Tom Spence to provide a detailed discussion of lateral partner onboarding and integration. How often have we seen that go badly? Well – spoiler alert – a serious focus on lateral partner integration will result in far better recruitment outcomes than have often been seen in the past. The last word goes to Shelley Dunstone. Being the last word in this volume, it is not surprising that Dunstone looks to the future. Mindful of the observations concerning our current VUCA world (volatile, uncertain, complex and ambiguous) as summarised by Normand-Hochman at the outset, Dunstone offers advice and techniques to prepare our firms, and ourselves, for the challenges. It comes down to adopting an innovative mindset throughout the firm. And that starts with the leader. Whether you are a professional development manager, practice group leader, an office managing partner, a mentor, firm board member, a firm CEO or just a lawyer who want to up your game, this book offers a wealth of insights, techniques and advice on managing talent for success. This article first appeared on the website of the Law Firm Management Committee of the Legal Practice Division of the International Bar Association, and is reproduced by kind permission of the International Bar Association, London, UK. © International Bar Association. -- Stephen BowmanTable of ContentsThe keys to building a successful talent strategy 5 Rebecca Normand-Hochman Institute of Legal Talent & Leadership Driving business results through talent 19 Marc Bartel Korn Ferry Caroline Vanovermeire Effra Consult Ltd Dentsu International Managing talent in global law firms 29 Jay Connolly Dentons New approaches to performance management 45 Laure Carapezzi Jean-Baptiste Lebelle Allen & Overy Paris Partner selection and 5promotion in large law firms 59 Tony King AGK PSF Training Ltd Developing partners as managers and leaders 79 Rebecca Normand-Hochman Institute of Legal Talent & Leadership Using smart collaboration to achieve your strategic business and talent goals 93 Heidi K Gardner Harvard Law School The role of personality in lawyer development 111 Larry Richard LawyerBrain LLC Leading lawyers through change 127 Robert Sharpe Consultant psychologist The importance of emotional intelligence 143 Sarah Martin Martin & Levin University of Oxford, Saïd Business School Faculty of Meyler Campbell Coaching for lawyers 159 Jonathan Middleburgh Edge Consulting Simon Pizzey Business coach Mentoring in the law firm 173 Stuart J Barnett Thought partner & executive coach Building sustainable client relationships without selling 191 Kevin Doolan Møller Institute Moray McLaren Lexington Consultants Lateral partner onboarding and integration 205 Rebecca Normand-Hochman Institute of Legal Talent & Leadership Tom Spence Donoma Advisors Cultural intelligence – an indispensable talent 219 Peter Alfandary PRA CrossCultural & Development The future of legal talent management: adopting an innovative mindset 233 Shelley Dunstone Legal Circles About the authors 251 About Globe Law and Business 259

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Book SynopsisRegulation, compliance and ethics are the three common features of all well-run law firms. Without an understanding of regulatory expectations, compliance duties and ethical behaviours, a firm runs the risk of censure, adverse publicity, and client dissatisfaction. In November 2019, The SRA replaced the SRA Handbook with a new regulatory toolkit called the SRA Standards and Regulations. Solicitors and everyone working in authorised law firms are now expected to achieve the behaviours in the S & R. The second edition of Regulation, Compliance and Ethics in Law Firms has been updated to include the following: • An overview of the changes introduced by the S & R; • Commentary on the SRA Principles and the challenges of ensuring the right response in an individual's professional and private life; • An explanation of the two Codes of Conduct and the correct compliance response in law firms; • Updated disciplinary decisions; and • Case studies from leading practitioners and compliance experts. It is essential that law firm owners and managers acknowledge and have strategies to accommodate risk management, regulatory and legal compliance and ethical values in their business. They must also have a common understanding as to how this will be achieved. This guide is intended to provide lawyers with the language, arguments and practical solutions which are needed to make this happen.Trade ReviewReview for previous edition: Great book- we have the first edition and find it very helpful. -- Ian HuntDefinitely a must-read -- Anne O’DonohueRegulation, Compliance and Ethics in Law Firms, Second Edition by Tracey Calvert is a well-written and concise guide to the subject. The advice is helpful whether you are a small or large firm. Sometimes though it is unclear whether the author is quoting from a source or using her own material. Having said that, a difficult subject is covered well. The case studies and examples are interesting and illuminating. There is a section on remote working and all the compliance issues coronavirus has generated. The author is correct that the success of the profession is built on its reputation – and this depends on compliance. -- David PickupTable of ContentsPreface 5 Section 1: Governance and risk management 9 Introduction 9 Chapter 1: Effective law firm management 11 Section 2: Demonstrating regulatory compliance in practice 73 Introduction 73 Chapter 2: What is ethics? 81 Chapter 3: Essential behaviour 85 Chapter 4: Evidence of compliance 115 Chapter 5: Safe client inception processes 121 Chapter 6: Compliance in the litigation arena 131 Chapter 7: Adding the people and commercial perspective to regulatory standards 147 Chapter 8: The Legal Ombudsman – why are we bothered? 153 Section 3: Compliance with legal obligations 165 Introduction 165 Chapter 9: An overview of legal compliance 169 Chapter 10: Managing the money laundering risk 177 Chapter 11: Managing the risks of handling data 197 Section 4: Compliance tools and resources 205 Introduction 205 Chapter 12: Be aware of recent changes 209 Chapter 13: Remote working – compliance considerations 215 Chapter 14: Conclusion 227 Chapter 15: Resources 235 Notes 237 About the author 241 Index 243 About Globe Law and Business 249

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Book SynopsisIs outsourcing right for your law firm? Law firms of all sizes are discovering opportunities from outsourcing some of their core operating functions that have traditionally been performed in-house. This Special Report outlines a highly firm-specific approach to identify and prioritise the components of a business case for outsourcing, as well as in-depth examinations of three representative types of outsourced services that are available to law firms: *Patent research; *Cybersecurity; and *Large-volume document review. It will examine their potential impacts on a law firm's bottom line, and the frequently encountered management challenges in a law firm's relationship with its external service provider. It concludes with a look at the future of outsourcing in the legal services industry. Edited by Norman K Clark, this report is a step-by-step guide to a well-informed outsourcing decision as well as a roadmap for implementing it in a way that produces the best return on the law firm's investment of management attention and resources. It will be of interest to anyone considering the option of outsourcing their core legal service functions, including small and mid-sized law firms, both those in general practice and specialised boutiques.Trade ReviewAs so many firms are focused on current business stresses, this Special Report offers a clear and challenging analysis which will force law firm leaders to look to the future, to balance current issues with long term realities. Given the predictive nature of the analysis, to not read this report is a lost opportunity. -- Abe J SchearAn extremely comprehensive, in-depth, and experience-based guide that provides a high level of comparative analysis utilizing outstanding case studies. Its self-interview format is an excellent opportunity for a quick and efficient assessment of your firm from the outsourcing perspective. I strongly recommend the report to those who are seeking to increase their firm’s productivity and adaptability to change. -- Vladislav ZabrodinNorman K Clark has edited a must-read report for anyone considering the merits of outsourcing core legal service functions. -- Oscar N. JohnsonOutsourcing of Core Legal Service Functions is a must read as it provides an answer regarding how to maintain profitable practices illuminating options for legal managers facing current challenges which have disrupted law firm business models. -- Carlos TaboadaNorman has once again excelled in the delivery of an easy to follow roadmap to increased productivity. The self-evaluation of competencies, risks, costs and opportunities to ensure that a firm can outsource inefficient functions while increasing quality and profitability thereof are key. By doing so, firms can capitalize on the allocation of freed up resources to areas of greater profitability. By illustrating three areas for competence outsourcing, each of us can identify the opportunities available within our firms to maximize returns in our own realities. If you are responsible for management, you need to pay attention to this issue as pressure to deliver in a post-COVID world will be significant and knowing where and how to optimize is critical. -- Ricardo León SantacruzTable of ContentsI. The business case for the outsourcing of core legal service functions 5 Norman K Clark Fernando Moreno Walker Clark LLC II. Patent drafting, research and analysis 17 Tushar Gupta Gaurav Khandelwal Intricate Research III. Outsourcing cybersecurity: the logical solution for legal practices 43 Sitima Fowler Iconic IT IV. Case studies in the evolution, issues and opportunities of document review 69 Karl Schieneman Baia do Joao Eco Pousada V. The future of outsourcing in the legal services industry 117 Norman K Clark Fernando Moreno Walker Clark LLC About the authors 125 About Globe Law and Business 128

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Book SynopsisCorporate legal teams and law firms have made significant investments in their legal project management programmes over the past few years. It is time to take stock and, more importantly, envision future interventions. What are the decisive strategies and actions to expedite the value creation of those programmes? In this book, an international group of 27 experts comprising private practitioners, in-house counsel, technologists, legal operations managers and legal management consultants offer unique perspectives and insights to help you take your legal project management programmes to the next stage. Topics covered include: •Methodology; •People management; •Communication and interaction; •Data and performance; and •Implementation of legal project management programmes. Written by practitioners for practitioners, this title will benefit General Counsel, legal COOs, managing partners, practice leaders and other executives running legal services delivery teams who have initiated legal project management programmes and seek new ideas and inspiration for more value creation. Practical and illustrative examples, case studies and many shared experiences direct the reader towards the next level of proficiency in legal project management – future-proofing your matter management.Trade ReviewLPM helps the modern lawyer become equipped for the changing world of legal practice. This book offers a wealth of practical guidance and inspiration. -- Todd HutchisonAs a professor of law and trainer in legal project management (LPM), I can affirm there is no text dealing with LPM on par with Next Stage Legal Project Management: Future-proof Your Matter Management. It is the required text in my law school courses at Vanderbilt Law School and provided to each person I train in the skills and techniques of this vital legal service. In over ten years of working to deploy LPM in law firms, legal departments and law schools, the time for LPM has come and this book will show how it will be done to benefit clients and the lawyers who serve them. -- Larry BridgesmithThe book reflects the immense progress of LPM in recent years, with a clear structure and a focus on both ageless topics of methodology and implementation as well as important issues of the day – new professional skills, communication, digitization. The consulting editor and the publishing house have succeeded in creating a consistent piece of art, a milestone in the development of legal project management. -- Harald EversThe importance of project management in legal organizations can't be overstated. When it's done right, it helps every part of the business run more smoothly and efficiently. This is a fantastic resource that will help you and your team to focus on the work that matters. -- Olga V MackNext Stage Legal Project Management (LPM) is a very detailed and thought-out book on LPM. It is a great read for anyone who is not just in the business of LPM but is associated with the legal industry in any way. As someone who has always loved the business of law, this book has everything and more that I have learnt over the years and as a process nerd, I love the detail around Agile and Waterfall methods and legal design. -- Rachita MakerTable of ContentsIntroduction 5 Ignaz Fuesgen smartvokat GmbH Part 1. Methodology A competency framework: propelling the value paradigm 9 Aileen Leventon Law Strategy Coach Start with your processes: building a foundation for legal project management 23 Karen Dunn Skinner Gimbal – Lean practice management advisers LeanLegal® Academy Waterfall, Agile or hybrid? 37 Ignaz Fuesgen smartvokat GmbH Evolving legal project management through legal design 53 Jasmin Bejaoui Reinvent Law Sebastian Schaub Baker McKenzie Part 2. Talent and team Team diversity and intercultural competence 65 Jeanne-Mari Retief CALIBRICS Professional skills required in legal project management 79 Nina Gramcko Oliver Hofmann Noerr LLP Legal project management: a space for multiple intelligences 93 Anna Marra International Institute of Legal Project Management Effective leadership for high-performing legal teams 109 Todd Hutchison Curtin University and Edith Cowan University International Institute of Legal Project Management Balfour Meagher Part 3. Communication and interaction Communication as a success factor in legal project management 119 Anna-Katharina Horn reThinkLegal GmbH The art of listening 131 David Skinner Gimbal – Lean practice management advisers LeanLegal® Academy Legal project management collaboration platforms 145 Larry Bridgesmith Accelerate Insite LLC LegalAlignment LLC The power of workflows in legal project management 155 Christian Schuhmann Julien Weiler smartvokat GmbH Part 4. Data and performance Task codes and key performance indicators 175 Kevin Bielawski Lann Wasson Husch Blackwell LLP Costing and fee models 193 Jim Hannigan Coblentz Patch Duffy & Bass LLP Risk management 203 Julie Mathys Naomi Thompson Exigent Group Limited Artificial intelligence and legal project management 215 Dries Cronje Deep Learning Café Part 5. Implementation Legal project management procurement and delivery: law firm vs in-house 221 Helga Butcher LawAdvisor Change management in legal project management 231 CJ Nicastro S&P Global Inc Teams with purpose: defining purpose, OKRs and motivators 241 Karol Valencia WOW Legal Experience Lawcus eID Collaboration: the congruency between legal project management and business development 251 Anshoo Patel Mitchell Sterling Blank Rome LLP About the authors 261 About Globe Law and Business 271

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Book SynopsisThe global pandemic and simultaneous economic disruption is accelerating many challenging trends for law firms across the globe with unprecedented velocity. Law firm leaders, individual practitioners, C-level law firm executives, bankers and clients are all faced with growing uncertainty about the future and are looking for resources to help navigate rapid change. This book, edited by Peter Zeughauser of Zeughauser Group, will provide valuable insights and guidance on these trends and how best to embrace and harness them for continued success. It brings together world-renowned, skilled experts with different perspectives on the key challenges and opportunities that have arisen in the last few years, and continue to increase in importance. Key issues covered include: •Why and how to revisit your strategy plan; •Effective client relationship management during a crisis; •Wellbeing of partners and the workforce; •How to leverage social responsibility and pro bono programmes; and •Diversity and inclusion. This title will also consider the impact of remote working on the profession, including how to build a stronger culture with a remote workforce, how to reduce your real estate costs and how remote working has impacted innovation and decision making.Trade ReviewA brilliant, insightful and timely compilation providing indispensable, innovative, and groundbreaking ideas for addressing critical issues in a rapidly changing world. This book is an indispensable resource for any current and future law firm leader seeking to navigate current and future global challenges successfully. -- L. Song RichardsonAccelerating Trends in Law Firms is the essential manual for law firm leaders in the post-pandemic era. The topics are timely and cover all of the critical issues impacting law firms today - talent management, maintaining a culture with remote working, racial equity in law firms, and wellness. I know this is a book I will come back to over and over again and I am eager to share it with others on my management team. -- Melissa JonesTable of ContentsPreface ______________________ 5 Peter Zeughauser Zeughauser Group How to revisit your strategic plan in the wake of the pandemic ____________________ 7 Peter Zeughauser Zeughauser Group Talent management trends in post-pandemic law firms __ 27 Jennifer Bluestein Perkins Coie LLP How firms can successfully build culture remotely_____ 49 Naomi Beard Nelson Naomi Beard & Associates The accelerated pursuit of racial equity in law firms__ 99 Tiffani G Lee Holland & Knight LLP Building client relationships in a hybrid world _________ 113 Michelle Holford Slaughter and May The new normal: remote working, billing and law firm activism______________ 137 Alex Dimitrief Zeughauser Group Pro bono post-pandemic: our evolving commitment to serving others _____________ 151 Sara Andrews Lisa Dewey Anne Geraghty Helms DLA Piper How firms are leveraging technology and data to drive strategy, efficiency and client relationships___ 171 David Cunningham Reed Smith COVID-19’s impact on lawyer innovation and decision making___________ 185 Randall Kiser DecisionSet® Law firm real estate: emerging considerations in a post-COVID-19 environment ______________ 201 Matt Brainard Savills Tiffany Winne Stream Realty Partners Effective financial management post-pandemic_____________ 215 Thomas P Fitzgerald Winston & Strawn Well-being of partners and the workforce ________ 227 Eric Ho Health for Success About the authors_________ 251

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Book SynopsisThis Special Report contains candid interviews with managing and senior partners of law firms large and small, from Europe and the City to the high street and Africa. We do not hear enough about running law firms from those who do the job. Here they talk frankly, free from jargon and management-speak, about their careers and what their role is really like. The interviews will cover everything from their first jobs to becoming a partner and reveal their key pieces of advice for all current and aspiring senior partners. Most lawyers have to manage others at some point in their careers and anyone with management responsibilities in a law firm of any size will gain something from the hard-won experience of these leaders. The report features interviews with, among others, Edward Braham (Freshfields, Bruckhaus Deringer), Kathleen Russ (Travers Smith), James Palmer (Herbert Smith Freehills), Rafael Fontana (Cuatrecasas), and Olayemi Anyanechi (Sefton Fross), providing readers with a variety of perspectives on running a law firm. By lawyers, for lawyers, this report from senior members of the profession tells personal stories about their pathways to the law and gives their views on clients, management, the role of lawyers in society and the issues of the day. It will provide lasting and critical insights into the profession at this time of change and disruption.Trade ReviewThis short and well-constructed book is described by its publishers as a special report. It is a collection of 10 interviews with managing and senior partners from leading firms from Europe and beyond...The contributions are from a diverse group of lawyers, many of whom have been with their firms for their whole career. They seem approachable, committed and passionate about the law. Written in the shadow of Covid, the contributors share their experience of leadership. -- David Pickup * The Law Society Gazette *Table of ContentsForeword, Bill Knight Editor 5 I. Olayemi Anyanechi Founder and managing partner, Sefton Fross 8 II. Edward Braham Former senior partner, Freshfields Bruckhaus Deringer LLP 16 III. Melissa Butler London office executive partner, White & Case LLP 26 IV. Michael Chissick Managing partner, Fieldfisher LLP 36 V. Rafael Fontana Senior partner, Cuatrecasas 46 VI. James Palmer Former chair and senior partner, Herbert Smith Freehills 54 VII. Kathleen Russ Senior partner, Travers Smith LLP 64 VIII. Victoria Sampson and Joseph Oates Partners, CooperBurnett LLP 76 IX. Aku Sorainen Founder and senior partner, Sorainen 86 X. Linda Woolley Managing partner, Kingsley Napley LLP 96 About the editor 106 About Globe Law and Business 108

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Book SynopsisClient loyalty is increasingly difficult to earn and sustain. Furthermore, heightened focus by clients on efficient, cost effective and innovative service delivery – while trying to do more in-house and through automation – makes it more difficult for law firms to remain a dominant firm of choice. Added to this, firms are seeing growing numbers of RFPs and increased competition from law companies, technology providers and clients themselves. Written by management consultant veteran of 35 years, Susan Saltonstall Duncan of RainMaking Oasis, this Special Report addresses the key components of building superior client relationships that result in greater loyalty and long-term success. Featuring case studies and insights from leading companies and business professionals responsible for law firm selection and oversight, it covers legal operations, innovation and client development, and includes a wealth of practical suggestions. The report contains five core sections: •The loyal client framework, which looks at customer experience and clients as loyalists; •A roadmap, getting started and staying on the right foot with clients, which deals with trustworthiness, client feedback and dealing with difficult clients; •Developing loyal client relationships, in-person and remotely, covering remote relationship development, key client teams/account management and succession planning; •Earning loyalty through value, innovation and collaboration, including aligning value, convergence, cross-selling and diversity; and •An appendix with tips and multiple checklists. This title will prove useful to lawyers, law firm leaders, client relationship partners and managers, and all business professionals that support firms in delivering superior service to clients. Moreover, it will assist lawyers to stay relevant and valuable through deeper understanding of a client’s needs, enabling them to become a trusted business partner, build and oversee collaborative teams and implement innovative delivery models and tools.Trade ReviewBuilding Enduring Client Loyalty distills a host of best practices and insights that teach us that client loyalty is less about what clients give to us than what we give to them. -- Gary L SassoThis treatise by Susan Duncan, and her collaborators, is an exceptional in-depth and invaluable resource for general counsel, managing partners and their lieutenants in developing sustainable working relationships with their law firms, suppliers and clients. The timing of this publication could not have been better given the current environment. As Building Enduring Client Loyalty suggests, building strategic long-term relationships is the key to success. Everyone within the firm, including the senior partners and ‘rainmakers’, must put their self-interest aside and do what is in the best interest of their client and the firm. At DuPont, we emphasised the importance of investing in each other’s success, which this publication does so well. -- Thomas L SagerBuilding Enduring Client Loyalty reflects Susan’s considerable knowledge and experience, keen insight and deep legal industry connections. It is an easy-to-read, concise yet thorough and practical tutorial on a most important and timely subject for law firm leaders to understand and drive within their law firms in order to succeed and grow in today’s challenging and competitive legal marketplace. -- David FoltynSusan Saltonstall Duncan is the undisputed master in capturing and articulating the keys to leadership in law firm/client relationship management. As someone who studied and coached firms on these issues long before others found it fashionable, she has both a long view and a wide lens on the law firm business model and what makes their client relationships successful. No one is better positioned to understand the realities of client loyalty and the relationship qualities that engender it (or diminish it). In this new book, readers will be privvy to her treasure trove of strategic principles and practical tactics: I find her work in the areas of succession planning, “distinguishing” value (in a marketplace full of excellent but fungible service providers), and life-cycle conversations about expectations and collaboration particularly valuable. Given ongoing disruptions to the law firm business model, rapidly changing client expectations and increasing competition from other providers (from the law department itself, to newly established law companies), how could a law firm leader (or future leader) overlook the opportunity to leverage Susan’s wisdom? -- Susan HackettEnduring client relationships are the key to success for all law firms. Building Enduring Client Loyalty is full of practical insights for creating and maintaining these relationships. Lawyers looking to build their practices would do well to read this book. -- Tim MohanSusan Saltonstall Duncan has always been a leader in our industry, guiding law firms and other service providers to understand and deliver on a true value proposition. She has made a name for herself as a practical, thoughtful leader focused on ensuring that clients are “delighted.” Susan has insight ranging across the legal landscape, grounded in real-life issues and actionable advice. This book, Building Enduring Client Loyalty, brings together Susan’s counsel and leadership and, given the environment we are working in currently, her advice is even more relevant and needed. As clients search for their footing in the modern world and turn to their legal providers for far more, Susan’s advice is timely and focused. She covers how to build a framework that ensures the right client focus but she also includes incredibly important advice on issues such as succession planning and onboarding new client relationships. Of particular note, Susan includes a “healthy client roadmap” that lays out the core principles and practical steps to making us all more client-focused and driven to build client loyalty. I highly recommend Building Enduring Client Loyalty to legal service providers in all industries. -- Lisa DamonI absolutely loved it. The flow, the way the author clustered topics, the areas she chose to focus on and the level of detail were all spot-on. Somehow, it felt high level and strategic while still giving enough meat and detail for someone newer to a concept to be able to really understand and chart a path. I love that so many of the topics were evergreen but, at the same time, pieces like remote client engagement and the greater focus on diversity also felt very grounded in the here and now. It felt like something that would be appropriate for just about any level - from a new hire on a marketing team, to CMOs or firm leaders who have been struggling with some of these concepts for years! -- Christa CraneTable of ContentsAcknowledgements 7 Part 1. Introduction 9 Part 2. The loyal client framework 11 I. ‘Loyalty’ as defined by clients 11 II. Clients as loyalists 17 III. The competitive landscape and how to stay differentiated 22 IV. The loyal client life cycle 27 V. Customer experience – going beyond exceptional service to earn loyalty 30 Part 3. A roadmap: getting started on the right foot with new clients 35 I. Building the foundation of being trustworthy and trusted 35 II. Understanding clients 39 III. Onboarding new clients – establishing mutual expectations and protocols 45 IV. Seeking client feedback and insights to improve long-term loyalty 49 Part 4. Developing loyal client relationships 55 I. From expert to trusted partner and business adviser55 II. Developing and nurturing long-term relationships 60 III. Maintaining and deepening client relationships remotely 65 IV. Addressing challenging or difficult clients 69 V. Client account management and key client teams 73 VI. Succession planning – retaining clients over the long term 84 Part 5. Earning loyalty through value, innovation and collaboration 89 I. Adding value for clients 89 II. Initiating innovation and aligning value 93 III. Client convergence and preferred provider panels 102 IV. Cross-serving clients (aka cross-selling) 106 V. The role of collaboration 116 VI. Committing to diversity to earn loyalty 120 Part 6. Interviews with industry leaders and innovators 125 I. Jeff Carr, former senior vice president and general counsel of Univar Solutions and FMC Technologies, and inventor of the ACES Model 125 II. Mark Chandler, executive vice president, chief legal officer and chief compliance officer, Cisco Systems, Inc 131 III. Vincent Cordo, former central legal operations officer and global sourcing officer, Shell Oil Co; now chief client development and relationship officer, Holland & Knight 138 IV. Christopher Marston, founder and CEO, Exemplar Companies 144 Part 7. Conclusion I. Healthy client roadmap: 25 tips to keep clients happy, satisfied and loyal 147 Part 8. Appendices Appendix I. Covenant with counsel 155 Appendix II. Guidelines and procedures for outside counsel 157 Appendix III. Steps to conducting effective client interviews 160 Appendix IV. Sample client relationship and feedback questions 165 Appendix V. American Bar Association Resolution 113 to help promote diversity in the legal profession survey 170 Appendix VI. Case study: Kristen Cook, associate general counsel, 7-Eleven, Inc and SEI Fuel Services, Inc; and winner of two ACC Value Champion Awards 171 Notes 173 About the author 175 About Globe Law and Business 176

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Book SynopsisIn-house practice is an increasingly popular career choice, both for new entrants to the profession and for individuals moving away from traditional private practice. The opportunities are exciting but the challenges of being a regulated individual in a different environment should not be underestimated. In-house counsel must be able to identify and comply with the non-negotiable regulatory and ethical duties expected of them by the Solicitors Regulation Authority. Whereas private practitioners have the benefit of safety in numbers in a team environment with common professional objectives, this is not automatically the case for in-house counsel. The latter might be used as the ethical voice or heartbeat of their organisation, but it is not uncommon for them to be regarded as the facilitators of advice about how to find ways round obstacles, or to shoulder the blame if there is criticism. Being an in-house solicitor requires an understanding of tensions that might not exist in private practice and knowing when to challenge inappropriate behaviour. This book provides guidance on essential regulatory and ethical knowledge. The challenges of in-house practice are discussed with commentary on the tensions that might exist such as when the business is global or when business risks are not managed properly. There is analysis of team leader responsibilities and a discussion of the pinch points of being employed as lone lawyer. It also contains contributions from thought leaders and experts, and case studies and examples of disciplinary action are used to support your understanding of this essential topic.Table of Contents1. Preface 2. Introduction – the role of in-house counsel 3. Essential regulatory knowledge 4. In-house counsel’s relationship with the SRA 5. Essential ethical knowledge 6. Legal compliance 7. Setting the tone – in-house counsel as team leader 8. Setting the tone – the lone in-house counsel 9. In-house counsel in the boardroom 10. Tensions – working in an international business 11. Tensions – being an employee with regulated status 12. Tensions – becoming an owner in the business 13. The scope for other activities 14. 2020 and beyond – the in-house counsel’s role post COVID-19 15. Conclusion 16. Resources

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Book SynopsisFor most legal teams operating in the COVID-19 age, the focus on near-term survival has passed, and attention has turned to what the ‘new normal’ might be. With the pandemic overhauling the traditional way in which lawyers practise and serve their clients, the profession turning remote overnight and increasing their use of collaboration platforms and other legal tech, it is likely that legal practice has changed for good, and those prepared to embrace and seize opportunities from this change will be best-placed to flourish in the years ahead. Legal Practice Transformation Post-COVID-19 imagines the post-COVID world for legal services and asks what has changed, what will stay the same and what values are critical to ensure the successful operation of legal teams in the post-pandemic age. It considers a variety of aspects crucial to the future of the legal profession, including: •The impact of technology; •Remote working; •Health and safety; and •Culture and community. This Special Report will be invaluable reading for lawyers in private practice, in-house counsel, professional support staff and all those involved in the delivery of legal services, to understand what the future of the profession will look like, and how to thrive within it.Table of ContentsIntroduction 5 I. Different legal teams will have different solutions 9 1. Rapid integration of digital technology in the delivery of legal services is the new ‘killer app’ 9 2. The current state of play with legal practice 12 3. Will we hire lawyers through an app? 13 4. COVID-19 is a disruptive moment that favours challenger firms 14 5. COVID-19 and the delivery of legal services through digital platforms 15 6. The medium is the message – how legal services are delivered is becoming more important than who delivers them 16 7. ‘Legal teams’, not ‘law firms’ + ‘in-house’ – the death of the siloed lawyer 18 8. Conclusion: reimagining the legal profession post-COVID-19 19 II. Remote working is here to stay 21 1. Location, location 21 2. Home sweet home 23 3. All change! 25 4. Change as a constant 25 5. Change as an opportunity 26 6. Change as a threat 27 7. Change as a force for good 29 III. Health and safety for legal teams post-COVID-19 – uneducated guesses? 31 1. Nobody knows what the return to work for legal teams will look like 31 2. “You must work from home if you can” 32 3. COVID-19, difficult conversations and unspoken bias 34 4. Glimmers of hope: will ‘work from work’ be something special and different from ‘work from home’? 39 5. Grief for what was lost 41 6. The unasked question is now asked: can UK employers mandate COVID-19 vaccines for employees? 41 7. Legal teams after COVID-19 – trauma and transformation 43 IV. Culture and community 45 1. “Trust me, I’m a lawyer” 45 2. Trust under attack 47 3. Trust rediscovered 50 V. Partners will foot the bill 57 1. Yes – but maybe not straight away 57 2. Survival of the fittest? 59 3. What’s next? 60 4. Think the unthinkable .63 VI. A changed profession: will old values still triumph? 67 1. Keep calm and carry on lawyering? 67 2. Or might fortune favour the brave? 69 3. “Brave? Me?!” 72 4. Flexible lawyers – great lawyers 74 5. The brakes are coming off – which way now? .82 6. Closing remarks 83 Notes 84 About the authors 87 About Globe Law and Business 88

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Book SynopsisThe COVID-19 pandemic has undoubtedly had a seismic and lasting impact on how the business of law is conducted. Whilst 2020 certainly expedited changes that were already trending – flexible work schedules, fully-remote offices, revised resource allocations, new client expectations – it also forced firms to adopt practices, methodologies, and strategies that pre-COVID they insisted they could not. These changes are not only here to stay but have become the expectation. Law firm attorneys, staff, and indeed clients are no longer interested in a traditional office, nor the practices that typically occurred within them. The modern law firm needs to evolve with both employee and consumer expectations in order to stay abreast with the post-pandemic world. The Post-Pandemic Law Firm looks at how law firms can make a paradigm shift, adopting an entirely new business model that focuses on providing outcomes, outputs, and results to their clients and internally places the wellbeing of their team as a cornerstone to the future long-term success and sustainability of the legal profession. Chapters include changes to business models, virtual and remote working, how the pandemic has affected women in the profession, the future of dispute resolution, M&A activity and changes to pricing models – all authored by highly respected practitioners in the modern legal system. For those law firms leaders and lawyers that realize a ‘return to normal’ is exactly the wrong approach, there is an opportunity to create a brighter future where work–life balance, market innovation, and smart use of technology will define the law firm of the future.Table of ContentsExecutive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi Chapter 1: COVID-19 and the rise of the 21st century law firm . . . . . . . . 1 By Wayne Hassay, Maguire Schneider Hassay, LLP The seeds of innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 And then there was a pandemic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 The rise of the pandemic-era law firm................................. 4 The rise of the 21st century law firm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Chapter 2: Pricing and business model change post-COVID-19 . . . . . . . . 9 By John Chisholm, John Chisholm Consulting Some perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 The “OldLaw” business and “pricing” model . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Maybe not really fee pressures but predictability pressures? . . . . . . . . . . 12 Did the business model change during COVID-19? . . . . . . . . . . . . . . . . . . . 12 The post-COVID law firm: timeless . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Incentives matter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Some firm-wide Key Predictive Indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Individual Key Predictive Indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Some practical tips if you really want to move to a post-COVID timeless model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Final comment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Chapter 3: Never let a good crisis go to waste – creating value from the COVID-19 experience . . . . . . . . . . . . . . . . . . . . . . . . . . 23 By Stuart Wilson, chief executive officer, BIRA COVID-19 change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 What’s next? Seven strategies for the post COVID-19 law firm . . . . . . . 24 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Chapter 4: The pandemic – a Trojan Horse for advancing diversity and inclusion? ................................................... 33 By Patricia K. Gillette, author and inspirational speaker Using remote work models to advance diversity goals . . . . . . . . . . . . . . . . 34 Using the momentum of social movements to advance diversity . . . . 37 Chapter 5: Law firms of the future (and other legal business models) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 By Yvonne Nath, consultant, LawVision and CEO, ALSP Advisor A brief overview of the evolving law firm model in the United States . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Pressures shaping legal service providers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Other viable legal business models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Exploring other legal business models in more depth . . . . . . . . . . . . . . . . . 53 In conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Chapter 6: The fledgling post-pandemic law firm – status quo or brand new normal? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 By Mary Juetten, Singular Law Group Start with the end in mind . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 What is client-centric? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 What is ABS? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 Why ABS? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 What does ABS mean for virtual firms? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 Getting started . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 Create a solid foundation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 Build it and they will come? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 Virtual versus technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 How much virtual is too much? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 More on subscription business plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 Chapter 7: The value of non-legal skills in the management of law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 By Jon Whittle, Jon Whittle Consulting Ltd Why is there a problem? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Why commercial skills matter now . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 What does “normal” look like? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72 What should law firms do to make themselves fit for the post-pandemic market? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 Next steps on the journey to commercial success . . . . . . . . . . . . . . . . . . . . . 74 Chapter 8: Dispute resolution from A to Z – will remote practice prevail? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77 By Mary Juetten, Traklight Why “alternative”? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77 Preventative dispute resolution........................................ 78 Technology and artificial intelligence (AI) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 Mediation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80 Collaborative law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 Online education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 Small steps forward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82 Beyond ZDR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83 Evaluating the staying power of remote . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83 Chapter 9: M&A activity post-pandemic – the future landscape of law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85 By Viv Williams, Viv Williams Consulting Structural change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 Succession crisis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 Utilizing a non-executive director . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 Professional indemnity premiums . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 Market disruption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 Cost efficiency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90 Consumer choice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90 The consolidators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91 Chapter 10: Thriving in a post-pandemic world – cutting-edge law practice areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 By Sally Kane and Ashley B. Jordan, Reed Smith LLP A new era of law practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 Litigation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 Insurance recovery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94 Cyber law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96 Labor and employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97 Private equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 Regulatory and compliance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99 Intellectual property . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100 Health law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 Chapter 11: A happy, profitable law firm – no, really .................... 103 By Debbie Epstein Henry, founder, DEH Consulting, Speaking, Writing Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103 Luxuriate in the billable hour . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104 Invest in your firm culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105 Facilitate connection and personal development . . . . . . . . . . . . . . . . . . . . . 105 Create a work–life career continuum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106 Embrace the flexible remote lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107 Perpetuate the inventive spirit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108 About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109

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Book SynopsisWe all know that law is a people business. Clients buy from lawyers whom they like, respect, and trust, and they judge those lawyers and their firms on the quality of service that the firm provides, the results achieved, and whether they receive value for money. This applies to corporate, institutional, and private clients alike. For their business plans to be connected to reality, partners and law firm leaders must learn how they are perceived by their clients and adapt accordingly. They do this by listening to their clients. Historically this was through informal, fireside chats. In recent years, many firms have devised formal client listening programs and in recent years there has been an explosion of review sites and social media channels enabling clients to leave their unfiltered and public feedback, whether solicited or not. Forward-looking firms are adopting multi-channel approaches to taking feedback to maximize the intelligence they gather and to adapt to clients' own preferences. As ever, the most nimble and adaptable will reap the rewards. The Client Experience: How to Optimize Client Service and Deliver Value looks at the client experience from end-to-end, from client listening programs to journey mapping, from customer audits to how legal tech can help improve the way a client interacts with a law firm throughout its relationship. A client-centric business model is essential for future law firm success and the authors of this far-reaching title utilize their own experience and real-life case studies to drill down into the importance of maintaining the one thing no business can do without: its client.Trade ReviewClient demand for excellent service and great value from law firms is a constant but how that service is delivered and evaluated has been transformed by the COVID-19 pandemic and the digital revolution. This timely book brings together eleven legal sector experts who share their experience of the latest approaches to gaining new solicited and unsolicited feedback; mapping client journeys; measuring client service and leveraging technology. This book is an invaluable resource for anyone seeking to deliver what clients need in the way they most appreciate. -- Paul SmithTable of ContentsExecutive summary vii About the authors xiii Chapter 1: Client feedback has gone stereophonic: are you still listening in mono? 1 By Sally Dyson, director, Firm Sense Ltd Introduction 1 How firms listen 2 Bringing it all together 13 Conclusion 15 Chapter 2: Client feedback - asking the hard questions to get the best results 17 By Will Taylor, senior client development manager, Wiersholm Introduction 17 Why have a client feedback program? 17 Have a structured set of questions 19 Ask the hard questions 21 Go "off piste" when given the invitation 23 Ask the "hard" clients 24 Have the right person asking the questions 25 However you do it, make sure you act on the feedback 25 Conclusion 25 Chapter 3: Cultural shift or cultural shove? The challenges of the client journey in the post-pandemic era 27 By Yolanda Cartusciello, partner, PP&C Consulting Client journeys in the pandemic and beyond 28 What the clients told us 29 The shift versus the shove 30 Client journey management 31 Client journey mapping 31 Inject client thinking into the client journey design process 33 Identify new client needs and services 33 Provide management committees with a powerful governance tool 33 Conclusion 33 Chapter 4: Client journey mapping as a source of sustainable competitive advantage 35 By Andrew Hedley, Hedley Consulting Setting the strategic context: what client journey mapping is and why it matters 35 Client journey mapping as an integrative process 36 Understanding touchpoints: necessary but not sufficient 39 Stages of the client journey 40 Using Servqual to understand and align brand promise with brand experience 43 Taking things forward 46 Chapter 5: Client loyalty - delivering exceptional client service 49 By David H. Freeman, JD, CEO, David Freeman Consulting Group Build long-term relationships 49 Be highly responsive 50 The new math 51 Get on their turf 52 Understand the client's business 52 Client feedback 53 Client service teams 54 The feedback process 55 Annual client meetings 55 End-of-matter reviews 56 Mid-matter reviews 56 Act on feedback 56 Deliver added value 57 ACC value challenge 57 Work as a team 58 Other techniques for delivering exceptional service 58 Chapter 6: Defining, measuring, and delivering a stellar client service strategy 61 By Kim Carr, lead partner of the wills, probate, and lifetime planning department, FBC Manby Bowdler LLP Defining "stellar" 62 Bringing everyone on board 63 Sharpening the tools of our trade 64 Chapter 7: Optimizing client service in the post-COVID legal market 67 By Douglas McPherson, director, Size 101/2 Boots Ltd How do you provide the best possible client service? 69 How do you put the improvements you want to make into practice? 73 How do you ensure you are delivering the optimal levels of client service while working in a hybrid environment? 75 Chapter 8: Are automated assistants ready to optimize the next chapter of online client care? 77 By James Matthews, UK&I country manager, CM.com Is LegalTech the springboard to a higher level of client service? 77 Where to start? 79 Virtual assistants - a simple starting point 80 How could a virtual assistant improve your client care? 82 How can virtual assistants be used to improve the way you market and the results your marketing achieves? 83 Chapter 9: Innovation as a business development strategy 87 By Scott Rechtschaffen, chief knowledge officer, Littler Mendelson Law firm marketing approaches have evolved 87 Why innovation is relevant for today's corporate legal clients 88 Innovation at Littler 89 The beginnings of innovation at Littler - knowledge management 89 Knowledge management as the foundation of a comprehensive content marketing strategy 90 How do we do it? 92 Innovative legal service solutions as a brand differentiator for Littler 93 Conclusion 96 Chapter 10: The LawNet Mark of Excellence - lessons for law firms 97 By Helen Hamilton-Shaw, member engagement and strategy director, LawNet The LawNet Mark of Excellence 98 Cultural commitment 102 Rates of satisfaction 104 Learning lessons 105 Feedback from LawNet member firms on how they are making use of CX metrics to effect change 107 Chapter 11: Litigation management in a still uncertain world 109 By Paul A. Williams, partner and general liability litigation practice co-chair, Shook, Hardy & Bacon LLP Pandemic litigation trends so far 109 What still lies ahead? 112 The litigation burden 112 The litigation management solution 113 The practice of successful litigation management 115 An opportunity to take control 117

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Book SynopsisIt has never been more important for law firms to plan for the future. A highly competitive market, an aging profession, the changing ambitions of younger generations, many of whom place greater importance on work-life balance than reaching top leadership levels, and a long-held reluctance to discuss retirement and succession, all combine to create what some are calling a succession crisis. It is time to face the issue head-on and start putting systems in place to ensure the long-term success and health of lawyers and their firms: succession planning is the answer to this. A successful succession encompasses two core elements: transitioning firm management to a new generation, and transferring client relationships. This title provides guidance not only on how these two transitions can be achieved effectively, from the perspectives of both individual partners and the firm, but also on the plethora of issues involved in preparing for the departure of retiring partners and transitioning in new leadership, including compensation, the role of diversity and inclusion and financial considerations. It also considers situations where more specific and specialised plans may be required, such as managing the succession of a rainmaker or a founding partner. A strong and effective succession plan ensures that clients are retained over the long-term, retiring partners leave optimistic and satisfied, future leaders are in place and prepared for their roles, and the firm continues to grow and flourish. The shift to a more remote work environment has also made the institutionalising of processes such as succession planning even more important. By providing a thorough understanding of its many elements, this title explains how effective succession planning can be implemented and ensure smooth leadership and client transitions, securing and enhancing the current and future success of partners and their firms.Trade ReviewThis book is excellent in raising the many issues around retirement and succession planning. -- Victoria TomlinsonSuccession Planning: Ensuring Smooth Transitions for Lawyers and their Firms provides the invaluable perspectives of nine distinguished experts and practitioners on various aspects of this challenging topic. -- Philip RodneyA very helpful guide. -- David PickupSuccession planning may be regarded almost as a contradiction in terms at some law firms, but this concise and well-written book shows why that is such a mistake. -- Clive HowardSuccession Planning is a volume that belongs on the shelves not only of law firm leaders, but also of lawyers seeking to chart their careers in a thoughtful and deliberate manner. This book speaks eloquently to institutions about strategies for their long-term survival, and to individuals about facing the future with confidence.Table of ContentsExecutive summary vii About the authors xi Chapter 1: Creating and implementing a law firm succession plan 1 By Sandra J Boyer, president, Legus International What is a succession plan? 1 The importance of a succession plan 1 Elements of firm management transition 2 Elements of transitioning firm clients 6 Impediments 7 Additional considerations 8 Conclusion 10 Chapter 2: Succession planning considerations for the senior lawyer . . 11 By Hermann Knott, partner, KUNZ Lawyers Introduction 11 Types of succession 12 The importance of timing 12 Impact of the size of the firm 14 Preparing the next leaders 15 Conclusion and outlook 15 Chapter 3: Holding on to clients when senior partners retire 17 By Susan Saltonstall Duncan, president, RainMaking Oasis Introduction 17 Establish a uniform policy for retirement and succession 18 Identify clients potentially at risk and assess relationship breadth and depth 18 Gain better knowledge of clients 19 Talk to each client to gauge client satisfaction, loyalty, and any concerns 20 Carefully select client relationship successors 20 Put a client development and transition plan and process in place 22 Monitor progress to make sure the transition plan is working effectively 24 Client transition checklist 24 Chapter 4: Succession of rainmakers 27 By Jaap Bosman, founder, TGO Consulting Law firm royalty 27 Real rainmakers and fake rainmakers 28 Hostages and Stockholm Syndrome 29 Santa’s little helpers 31 Retirement reluctance 32 Mitigations 33 Rainmaker succession, hands-on 34 Chapter 5: How to compensate retiring and retired equity partners 37 By August J Aquila, CEO, AQUILA Global Advisors, LLC Getting started 37 Key partnership agreement issues 38 Retiring partners 38 Creating options for retired partners 42 The successor partner 45 Make it happen 45 Chapter 6: Diversity considerations in succession planning: future-proofing law firms through diversity 47 By Pam Loch, managing director, Loch Associates Group Introduction 47 Issues facing businesses around lack of diversity 48 How can businesses address these issues? 49 Benefits to business and future-proofing in an increasingly diversity-led culture 52 Conclusion 53 Chapter 7: Financial aspects of succession planning: protection and retirement considerations 55 By Veronica Mann, chartered financial planner, Talis Financial Advisers Introduction 55 Communication and contracts 56 Financial planning for retirement 56 Death and incapacity of key players 59 Future liabilities 61 To summarize 61 Chapter 8: Succession planning for sole practitioners 63 By Shelley Dunstone, principal, Legal Circles Thinking of retiring? 63 Will someone want to buy your practice? 63 Options for selling your practice 64 What assets can you sell? 64 What is goodwill, and what is it worth? 65 Options available to a seller 67 How to maximize your prospects of selling your practice 69 Conclusion 70 Chapter 9: Why lawyers and law firms find it difficult to deal with retirement and succession: overcoming the obstacles 71 By Ronnie Fox, partner, Fox & Partners Five reasons 72 Five ideas 73 Five solutions 75 About Globe Law and Business 79

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Book SynopsisThis edition combines and updates two previous publications Oil and Gas in Africa: A Legal and Commercial Analysis of the Upstream Industry and African Upstream Oil and Gas: A Practical Guide to the Law and Regulation, both published by Globe Law and Business in 2015 and has two central elements.First, it discusses the opportunities and challenges found in a variety of topical issues. For example, chapters describe the production sharing contract (PSC) and economic terms governing regional exploration and production activity; and although PSCs are not an exclusive host government instrument, they are of growing importance for countries looking for greater control over and societal benefits from petroleum production. The book also covers OHADA, financing, M&A, security and decommissioning issues in an African context, and new chapters explore natural gas and ESG.Secondly, the book features a country-by-country analysis of African oil and gas, detailing the oil and gas frameworks and k

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Book SynopsisLaw 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.Table of ContentsExecutive summary vii About the authors xi Chapter 1: Role and responsibilities of practice group leaders 1 By Susan Saltonstall Duncan, president, RainMaking Oasis Introduction 1 Attributes that make effective practice group leaders 2 Practice group leader as strategist 3 Practice group leader as financial steward 7 Practice group leader as talent manager and coach 9 Ways to accelerate practice group leader effectiveness 11 Chapter 2: The practice group leader as change agent 13 By Susan Raridon Lambreth, principal, LawVision Group, and Dr Larry Richard, founder and principal consultant, LawyerBrain LLC What does it mean to be a change agent in your role as a PGL? 15 What else does a PGL need to be a change agent? 15 Benefits of being a change agent 22 Chapter 3: Rethinking what your practice group is and might become 25 By Michael Roster, former general counsel of Stanford University and former managing partner of Morrison & Foerster’s Los Angeles office Some law firm examples 25 A non-law firm example 27 Platforms 28 Conflicts 30 Privilege 30 Possible transition 31 Chapter 4: Innovation in practice management 33 By Jonathan Fortnam, dean, Aston University Law School Introduction 33 Practice management – a law firm perspective 33 Practice management – another perspective 34 Pricing – a client perspective 36 Alignment – a new perspective 36 Innovation – a different perspective 37 Time for lunch 39 Redesign to align 40 A final perspective 42 Chapter 5: The increasing presence of non-lawyers in practice groups 45 By Neil Lloyd, managing director, FBC Manby Bowdler Driving digital transformation 46 Developing a people-first culture 47 The new business advantage 49 Bringing something new to the boardroom table 50 Chapter 6: Leading the practice group to sustainable profitability 53 By Norman K. Clark, managing principal, Walker Clark Practice group financial management – the law firm’s transmission 53 Four essential elements of effective financial leadership of a practice group 54 What makes your practice group profitable? 55 Understanding the client base 62 Realistic and comprehensive business planning 64 Relentless and continuing attention to quality 68 Where the action is 69 Chapter 7: Developing a practice group pricing strategy 75 By Colin Jasper, principal, Positive Pricing Introduction 75 Targeting clients and services 76 Setting prices 77 Justifying why we should be chosen, even if we are more expensive than competitors 79 Managing matters 80 Conclusion 81 Chapter 8: Focusing your practice team on industry clients 83 By Patrick J. McKenna, internationally recognized author, lecturer, strategist, and seasoned advisor to the leaders of premier professional service firms It is not what you call the industry, it is what the client calls itself that is most important 84 As all industries eventually mature, they naturally fracture into multiple sub-industries 85 There are some areas of opportunity that initially defy simple industry categorization 89 Industry sector expertise is a key differentiator 89 What makes industry sector expertise a meaningful differentiator? 90 Chapter 9: Implementing the balanced scorecard at the practice group level 93 By John Sterling, founding partner, Sterling Strategies, LLC The balanced scorecard – an overview of Kaplan and Norton’s system 93 The balanced scorecard in its most basic form 94 The balanced scorecard as a management tool 95 Implementing the balanced scorecard at the practice group level – a “how to” primer 99 Chapter 10: Coaching for practice group leaders 107 By Hannah Beko, lawyer, author, and founder of Authentically Speaking, a coaching and training consultancy to the legal profession Mindset matters 108 Why do practice group leaders with a growth mindset stand out amongst their peers? 109 Coaching questions encouraging self-reflection 111 What attributes create a great practice group leader? 112 About Globe Law and Business 119

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Book SynopsisLaw firms have evolved exponentially over the last few decades, and today it requires far more than legal skills for firms to operate efficiently, fulfil client demands, give back to their communities and, ultimately, succeed. As a result, specialist roles beyond fee-earning have been created and more continue to emerge as technology advances and competition intensifies. They are a crucial part of future-proofing law firms and there is growing recognition of the respect and value they deserve with increasing numbers gaining positions in senior management. These roles range from working with legal tech to bringing in new business, from managing the firm's risk and compliance function to collaborating with clients to develop new products. For a lawyer looking to take the next steps in their career, or a law firm wanting to implement the career paths required for future success, it can be difficult to know where to begin. The Rise of Specialist Career Paths in Law Firms is the essential guide to the plethora of career opportunities available in law firms. It covers more established roles such as the professional support lawyer and pro bono professional, and new, emerging career paths, including in innovation and legal operations, as well as roles that will become available in the future. Written by experts with lived experience performing these roles, chapters provide information and insights into the different opportunities available, the skills needed to thrive in these positions, the responsibilities they entail and how to build careers in these spaces. With increasing client demands and the 'talent war' raging, this title will demonstrate how implementing these specialist career paths will enable law firms to continue to provide stellar client service and develop and retain top legal talent, who are increasingly looking for more tailored and flexible career options. It will also provide individual lawyers with the resource to identify and pursue the career that suits them best, allowing them to thrive to the benefit of both the individuals and their firms.Table of ContentsExecutive summary vii About the authors xiii Chapter 1: The role of the professional support lawyer 1 By Catherine Hart, partner and head of professional support, Digby Brown LLP Introduction 1 The "traditional" professional support role and how this emerged 1 How the role has developed 2 The skills required to be an effective PSL 4 How professional support differs from the more traditional legal role of fee earning 6 Conclusion 7 Chapter 2: Career paths for professional support lawyers 9 By Lucy Hall, client value lawyer, Shearman & Sterling LLP Diverse routes a professional support lawyer (PSL) can take over his or her career 9 PSL career structures in law firms 9 Flat structure of PSLs in law firms 10 Senior roles for PSLs within law firms 10 Roles for PSLs outside law firms 12 Conclusion 14 Chapter 3: The evolution of knowledge management - meeting the future 15 By Clare Harman Clark, senior professional support lawyer, Taylor Wessing LLP Introduction 15 History of KM 15 Functions of legal KM 16 Bolstering organizational capacity 16 Bridging the technology gap 18 Encouraging and empowering people 19 Knowing the future 20 Chapter 4: Pro bono management 21 By Amy Grunske, head of international pro bono, sustainability and community responsibility, Orrick What is pro bono? 21 How many dedicated pro bono roles are available? 21 What responsibilities are included in the role? 23 What are the usual job titles for dedicated pro bono roles? 25 What skills do I need to be a pro bono professional? 26 What is a typical day like in a pro bono role? 29 What support is available for pro bono professionals? 31 How do I become a pro bono professional? 34 Chapter 5: Risk and compliance 39 By Rebecca Atkinson, director of risk and compliance, Howard Kennedy Areas of practice 39 How are risk and compliance teams structured in law firms? 40 What roles are there? 42 Senior level roles 47 What skills and attributes are needed for roles in risk and compliance? 50 What knowledge and qualifications are needed and what training can be undertaken? 51 Career progression routes 52 What does the future look like? 53 Chapter 6: How to create a successful career in legal business development 55 By Anne Macdonald, partner and head of business development, Harper Macleod LLP How do you embed a culture of business development throughout your firm? 55 Making the switch 56 The benefits of bringing legal experience to business development 58 What about career paths? 59 You have to see it to be it 60 Lessons learned? 60 Conclusion 61 Chapter 7: The shifting sands in talent management 63 By Rachel Brushfield, founder, EnergiseLegal Introduction 63 Impact of COVID-19 63 Careers and role options 64 How to choose your HR talent specialism 66 Qualifications and routes into talent management 66 Emerging in-demand skills to perform talent roles 67 Marketing, branding, and networking in the talent management space 68 My path into talent management 69 Summary and conclusions 70 Chapter 8: Communications: bringing brand to life 71 By Hayley Geffin, head of communications, Mishcon de Reya Introduction 71 Your brand 71 Growing a team 74 The sky's the limit 75 Chapter 9: Oh the places you'll go: careers in legal innovation 77 By Amy Monaghan, director of client innovation, Perkins Coie Introduction 77 My path to my role 77 Leading innovation in a law firm 79 New and emerging roles in legal innovation 82 Conclusion 83 Chapter 10: Legal operations - transforming the way legal services are delivered 85 By Tammy Heydenrych, managing consultant, and Tom Evans, legal operations consultant, Norton Rose Fulbright Solving the challenge of legal's value gap 85 So, what is legal operations? 85 The growth of legal operations 86 Legal operations taxonomy 89 Building your legal operations career 93 Mindset over skillset 95 Chapter 11: The role of legal engineers 97 By Nina Gramcko, lawyer and manager, PwC Legal Germany What do legal engineers do? 98 What skills should legal engineers have? 100 Does every law firm need legal engineers? 103 What do law firms need to create the role of a legal engineer? 103 Summary 104 Chapter 12: The emerging world of ESG 107 By Claire Shasha, lawyer and ESG advocate What is ESG? 107 Emerging trends 108 ESG specific roles in the legal sector 109 What can you do to pivot? 111 Conclusion 114 Chapter 13: Hyperspecialization: how the digital revolution will lead to new legal careers 117 By Rebecca Holdredge, innovations manager, Husch Blackwell The Digital Revolution: impact on the legal industry 118 The Digital Revolution: digital maturity leads to hyperspecialized roles 120 Hyperspecialization example 121 Conclusion 123 About Globe Law and Business 125

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Book SynopsisIt is a condition of authorisation that all SRA-authorised law firms must have a compliance officer for legal practice (COLP) and a compliance officer for finance and administration (COFA), and that these individuals must comply with regulatory duties imposed on them personally. Now in its third edition, COLP and COFA: Compliance in Practice provides the role-holders, and anyone concerned with supporting the role-holders, with essential information about regulatory and ethical standards and compliance procedures that will support the achievement of these standards and facilitate a good working relationship with the SRA. Written by Tracey Calvert, a former employee of both the Law Society and the SRA, this edition has been updated to include the latest requirements as evidenced by the SRA Standards and Regulations, and includes lessons learned from supervisory and enforcement action.Trade ReviewThis is highly recommended reading for all in-post compliance officers – and those not yet wearing the cape. -- Fiona du FeuTable of ContentsExecutive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii About the author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi Chapter 1: The requirement to have a COLP and COFA Introduction to roles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Brief background to the Legal Services Act 2007 . . . . . . . . . . . . . . . . . . . . . . 1 Role of the SRA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Key extracts from Standards and Regulations that explain the authorisation process for compliance officer role-holders . . . . . . . . . . . . . 5 Approval of role holders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Approval process for individuals who are not deemed approved . . . . . . 7 Individual role-holder and ongoing transparency requirements . . . . . . . 8 Withdrawal of approval . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Temporary emergency approval of a COLP or COFA................... 12 Chapter 2: Appointing your COLP and COFA Key extracts from STaRs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Compliance and business systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 The duties of managers in SRA authorised firms . . . . . . . . . . . . . . . . . . . . . . 22 Compliance officers – necessary skills, knowledge, experience Compliance officers – time factors and other considerations . . . . . . . . . 25 Specific considerations about the COFA role . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Can the COLP and COFA be the same person? . . . . . . . . . . . . . . . . . . . . . . . . 27 Can we buy in a COLP or COFA? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Chapter 3: Working with the SRA – understanding entity and risk-based regulation Regulatory objectives and a changed approach to regulation . . . . . . . . 31 The impact of the LSA on the work of approved regulators . . . . . . . . . . . 31 The SRA’s approach to risk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Regulatory reach over the authorised law firm . . . . . . . . . . . . . . . . . . . . . . . . 34 The SRA’s supervision and enforcement work . . . . . . . . . . . . . . . . . . . . . . . . . 35 Investigation and enforcement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 What this style of regulation means for the COLP and the COFA . . . . . . 36 Enforcement powers against the COLP and COFA . . . . . . . . . . . . . . . . . . . . . 36 Chapter 4: The COLP’s essential knowledge and suggested systems and controls The extent of the COLP’s responsibilities contrasted with the role of the COLP and the firm’s managers . . . . . . . . . . . . . . . . . . . . 39 Key knowledge from the SRA Standards and Regulations of relevance to the COLP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Overview of the STaRs from the COLP’s perspective . . . . . . . . . . . . . . . . . . . 42 SRA Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 SRA Codes of Conduct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Chapter 5: The COFA’s essential knowledge and suggested systems and controls The extent of the COFA’s responsibilities contrasted with the role of the COLP and the role of the firm’s managers . . . . . . . . 95 Key knowledge from the SRA Standards and Regulations of relevance to the COFA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96 SRA Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96 SRA Codes of Conduct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99 SRA Accounts Rules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 Chapter 6: Identifying, recording, and reporting non-compliance How will compliance officers know what they need to know? . . . . . . . . . 126 Record-keeping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127 File-based or central records? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129 Centralised or decentralised record-keeping? . . . . . . . . . . . . . . . . . . . . . . . . . . 129 Self-reporting by staff or file reviews and supervisory oversight? . . . . . . 129 Just STaRs breaches or all complaints data? . . . . . . . . . . . . . . . . . . . . . . . . . . . 130 Records of decisions to deviate from the firm’s systems and controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130 What information should be included in the record? . . . . . . . . . . . . . . . . . . 130 Identifying serious breaches – where to start . . . . . . . . . . . . . . . . . . . . . . . . . . 131 The role of the management team in dealing with non-compliance issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131 Common breaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133 Chapter 7: Compliance officers and international issues Occasional or temporary practice outside England and Wales . . . . . . . . 135 Firms with an “overseas practice” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135 How to respond to this section of the SRA Standards and Regulations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138 Other international regulatory issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139 Chapter 8: Behaviours outside of practice Equality issues outside of practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144 Chapter 9: Personal perspectives The relationship of the COLP and COFA with the management of the firm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147 Is the role full-time or part-time?....................................... 147 Should the role be held for a fixed period? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148 Should there be a deputy or understudy? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148 Remuneration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149 When and how often the compliance officer should report to the management team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149 How will compliance officers work with the management team? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150 Insurance and indemnity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151 Sources of help . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152 About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153

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Book SynopsisLike so many other professions, law is becoming increasingly influenced by an overwhelming amount of disparate, fragmented and complex data that can both help and hinder business. Data comes from a wealth of different sources, both internal and external, constantly changing, never still. Keeping control of all that data is one challenge; leveraging it to the greater good much harder. Despite the huge amount of data in the average law firm, data-driven decision-making is relatively new and uncharted. With the hugely disruptive changes that have occurred in our ways of working over the last two years, the issue of data is now front and centre. This second edition of Building the Data-Driven Law Firm looks at how the use of data has become inextricably linked with the practice of law; how it can be utilized to the good, and the safeguards that must be put in place to mitigate the bad; how Big Data will revolutionize the way lawyers work, and the cases they will work on; and how new uses for data (including blockchain and the Internet of Things) will influence the law firm of the future. Bringing the book bang up to date, new content features how we can keep data secure in the changing world of work, how data can be used for business development and client satisfaction, the implications of data bias and data theft, and whether the way we use data is even useful anymore.Table of ContentsExecutive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi Chapter 1: A single source of truth for your firm By David Curle, legal content and research lead, Litera Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Removing barriers that separate data into silos . . . . . . . . . . . . . . . . . . . . . . . 1 A single source of truth for strategic planning . . . . . . . . . . . . . . . . . . . . . . . . 2 A single source of truth for marketing and business development . . . . 3 Data in marketing strategy and communications..................... 4 Data in biography content management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 A single source of truth for winning more business – pricing and scoping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 A single source of truth for service delivery excellence . . . . . . . . . . . . . . . . 6 Experience management for staffing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Collaboration – identifying and addressing white space . . . . . . . . . . . . . . 7 Legal project management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 A single source of truth as the engine for strategic growth . . . . . . . . . . . 9 Chapter 2: Unlocking contractual data By Shilpa Bhandarkar and Doug Donahue, Linklaters | CreateiQ Defining “contractual” data and appreciating its potential . . . . . . . . . . . 11 Accessibility of contractual data and the need for “structured” data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 What digital platforms and structured data enable us to do . . . . . . . . . 14 What this looks like in practice: Derivatives industry case study – ISDA Create . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 What does this mean for law firms? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Chapter 3: Law firms’ approach to talent and the current lack of data collection By Phil Burdon and Tom Spence, Donoma Advisors Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 What areas of data are currently used in the industry? . . . . . . . . . . . . . . . 22 Is there greater potential to use people data? . . . . . . . . . . . . . . . . . . . . . . . . 24 Desire for change exists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Challenges for change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Critical factors for success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Chapter 4: Data Bites By Joanne Frears, solicitor, Lionshead Law Definitions and interpretation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Big Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Big Data, smart data, and value-add . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Data, trust, and confidence in the profession . . . . . . . . . . . . . . . . . . . . . . . . . 36 Outliers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Chapter 5: Data in a remote environment By Silvia Bauer, Luther Rechtsanwaltsgesellschaft mbH Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 General data protection requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Regulations for technical-organizational measures for mobile working . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Data exchange . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Control rights for mobile working . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 Chapter 6: Building a data-driven business development strategy By Yolanda Cartusciello, PP&C Consulting Learnings from data: people say one thing and do another . . . . . . . . . . 55 Bringing data into content marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Using data to inform business development . . . . . . . . . . . . . . . . . . . . . . . . . . 58 Using data to inform the “go/no go process” . . . . . . . . . . . . . . . . . . . . . . . . . . 60 Using data to improve proposals and interviews . . . . . . . . . . . . . . . . . . . . . . 61 Using data to improve service delivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 The new data frontier . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 Chapter 7: Analyzing data to increase efficiencies – the client’s perspective By Mori Kabiri, InfiniGlobe LLC What are metrics, KPIs, and KRIs? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 What’s the report on reports? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 Where to source the freshest data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 Financial reports that make cents (sense) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Operations analysis and results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 More advanced invoice data analytics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76 Chapter 8: Why your data might be useless By Jaap Bosman, consultant – partner Snake oil . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 Data, an early experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80 25 percent savings on external legal spend . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 CRM frustrations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82 Financial analysis – risks and shortcomings . . . . . . . . . . . . . . . . . . . . . . . . . . . 83 Much of the data is “useless” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84 Data analysis for law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85 Prediction and prevention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 Data are the alpha and the omega . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 Chapter 9: Data in the 2020s By Paul Brook, Dell Technologies Data at the top table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90 Hot or not? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 Threats and opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103

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Book SynopsisRainmakers: Born or Bred, second edition, is about changing the business development conversation and focusing on how remote working has impacted the way business opportunities can be cultivated and developed. The book explores the personal characteristics that are common in successful rainmakers – and what holds others back from achieving their true potential. The book advocates stripping away the negative associations many lawyers have with the “S” word – selling – as this is a crucial step in redefining our approach to business development. It explores the benefits to stepping out of the safety net of simply being a great lawyer – which is vital in today’s competitive market. Successful rainmakers know how to truly engage with clients, how to understand their business needs and challenges, and how to make their lives easier. This combination of skills attracts and builds sustainable, rewarding client relationships. This second edition of Rainmakers: Born or Bred – authored by Patricia K. Gillette with contributions from Rebecca Harding – helps you to identify those seemingly intangible aspects of selling that many lawyers think are unnecessary, and provides you with practical ideas to implement as you set out on your journey to improve your business development skills. Fully updated with an in-depth focus on digital and social media, this book is packed with opinions and advice from actual clients and rainmakers alike. It will help you make the most of the business development opportunities that present themselves every day – while staying true to your own personality.Trade ReviewWhat skills are required to be a rainmaker? The authors explain you should be good at listening and should engage with a prospective client and show a genuine interest in their world. You could even offer to spend time in a prospective client’s working environment, ‘on my dime’ as it is put, meaning free of charge…This book is mainly written for big commercial firms but there is plenty in it for every lawyer. -- David PickupTable of ContentsAbout the authors Executive summary Introduction Chapter 1: Business development – who needs it? Chapter 2: Getting comfortable with the “S” word Chapter 3: The two “Rs” of business development Chapter 4: Rainmaker traits Chapter 5: Engagement – the art of active listening Chapter 6: Dominance – focusing on the solution, not the problem Chapter 7: Motivation – empowering your team and your client Chapter 8: Risk taking – the joy of taking chances Chapter 9: Finding business Chapter 10: The inevitability of digital for the rainmaker Chapter 11: If you don’t believe us… Conclusion

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Book SynopsisOne of the most notable after-effects of the COVID-19 pandemic is the impact it has had on the way we work. Gone are days of predominantly office-based roles with occasional at-home working during the pandemic, law firms found myriad ways to keep business as usual' in an all-remote environment. Fast-forward to 2023 and all law firms have embraced some state of hybrid working culture which presents a further challenge: how to combine the flexibility of remote working with the benefits of bringing people back together in person.Culture in Law Firms examines how this rapid shift has affected law firms, explores post-pandemic law firm management trends, and explains how law firm leaders can cultivate strong bonds within the firm and with clients, as well as retain and engage top talent. Crucial to all this is the integration of effective diversity, equity and inclusion (DE&I), wellbeing and engagement strategies.This Special Report looks at the lessons learned during the pandemic and how they can help refine law firm management approaches to:Culture: Just as law firms tried to build a sense of culture during all-remote work, they continue to grapple with evolving strategies to foster a dynamic hybrid environment. Relationship- and firm-building are critical to this and the authors explore how many firms, as part of the return-to-office' pitch, have sought to articulate (i) what's unique about their workplace; and (ii) how some level of in-person work is essential to forging strong relationships between colleagues and clients.DE&I: The authors explore to what extent firms are developing their return-to-office diversity and inclusion strategies and how this is underpinned by increased productivity and engagement from staff who are adequately equipped to balance work responsibilities with, for example, parenting, caring for older relatives or personal needs.Wellbeing: A true sense of inclusion and belonging is intrinsically linked with a sense of wellbeing, and the pandemic significantly increased awareness of the importance of employees' physical and mental health. The need for workplaces to embrace and support employee wellbeing is considered in this report, and a spotlight is shone on current best practices for advancing wellbeing in a high-intensity law firm environment.Culture in Law Firms offers unique insights and expert guidance for senior law firm management (including managing partners, chairs, executive committee members, c-suite professionals and HR departments) as they navigate the new normal' to develop robust strategies for the hybrid workplace and beyond.

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Book SynopsisLarge-scale change in the legal profession is happening now. The effects of COVID-19 have accelerated the pace of change and will continue to do so, meaning lawyers must contend with new technologies, new competition and new ways of working. All of us have a vital part to play in a profession where the focus is on people and tech, not people or tech. This book is your go-to companion for the change that lies ahead. Legal Practice in the Digital Age contains the hard-won insights lawyers and firms need to survive and thrive in the complex, post-pandemic age. It demonstrates how firms can embrace technological change, from taking a people-centric approach, to technology and innovation, to entrenching forward-thinking new mindsets into your firm’s DNA. This guide is filled with insightful case studies and practical tips to give your firm the edge it needs and make the changes necessary for future success. It covers a variety of subjects highly relevant to the future of legal practice, including: How lawyers can be better at what they do day-to-day through the use of smart legal tech; The new infrastructure, software and resources required for a hybrid world; The growing importance of data and how to mine it; and How to attract and retain talent in the increasingly dynamic legal industry. Amid exclamations of the profession’s demise, this unique book shows why there is an exciting future ahead for the legal profession, and why lawyers and firms need to act now to get ahead of the pack. It is written for senior lawyers and decision makers within law firms and legal businesses, and in-house lawyers will also find the content useful. For lawyers and firms hoping to thrive in the digital age, this title is essential reading.Trade ReviewIf you prefer to read unstuffy, accessible material about how to use digital resources in legal practice, then I recommend this new book from three people who engaged with what is possible, and are now sharing what they learned: Tony Randle, Paul Caddy and David Jackson. You've got to love a book which begins with references to Douglas Adams and the shipping forecast. Described as "a book of hope", it is deliberately upbeat and positive in tone, offering practical advice and insight on how digital resources can be used intelligently here and now, as well as considering the implications of digital transformation for the future of legal practice. -- Nicola JonesAny smart solicitor will be quick to recognise [the book] as being the must have handbook for our time. The book focuses on how to thrive not simply struggle to survive; it is full of case studies, stories and very relevant and practical tips. Far from being a stuffy textbook, it is smart and innovative.This insightful guide dives deep into the necessities for lawyers and firms to adapt and flourish in the post-pandemic era. It's not just a book; it's a roadmap to embracing technological advancements while maintaining a people-centric approach. For anyone looking to thrive in the digital age, this book is a treasure trove of case studies and practical tips to edge out the competition and embed forward-thinking mindsets into your legal practices. -- Dr Tunde Okewale MBETable of ContentsPreface 7 Introduction 13 Part 1: Trends 23 Chapter 1: Change3 27 Chapter 2: The data boost 55 Chapter 3: The hybrid era 99 Part 2: Making it happen 137 Chapter 4: Procurement 141 Chapter 5: Collaborate to innovate 171 Chapter 6: Compliance, quality and risk 189 Part 3: Models of delivery 219 Chapter 7: New law models 223 Chapter 8: In-house lawyer 255 Part 4: People 283 Chapter 9: EQ ≥ IQ 287 Chapter 10: The aspiring and associate lawyer 317 Chapter 11: The advanced lawyer 359 Part 5: The future 381 Chapter 12: Horizon-gazing 385 Conclusion 427 About the authors 458 Index 461 About Globe Law and Business 474

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Book SynopsisGood governance has become a critical condition for law firms of all sizes to meet the new, fast-moving opportunities of fast-changing markets for legal services — much more than just having 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? With new insights and substantially updated guidance derived from the recent developments and disruptions of the past ten years, this Second Edition, published in association with the International Bar Association, 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.Table of ContentsIntroduction 5 Norman K Clark Walker Clark LLC Part I. Building an effective structure Strategy drives governance 9 Leopoldo Hernández Romano KermaPartners Rocío Vázquez Zavala Modum Fundamental elements of modern governance in law firms 19 Norman K Clark Walker Clark LLC Governance as an organising framework for managing the practice and the business 37 Tony Williams Jomati Consultants LLP Governance and structure: supporting the long-term success of a partnership 49 Michael Roch MHPR Advisors Five keystones for efficient business support operations for your law firm 69 Iryna Nikitina IOCONS LLC Part II. Challenges for law firm governance Leaders’ insights on law firm governance 99 Norman K Clark Walker Clark LLC Effective decision making in law firms 107 Sarah Martin Martin & Levin; University of Oxford Saïd Business School; Meyler Campbell Good governance and partner performance 127 Lisa M Walker Johnson Walker Clark LLC Riding the compensation tiger 167 Norman K Clark Walker Clark LLC Partner compensation and partnership structure 179 Martín Carrizosa Lawyer Partner appraisals: what does the managing partner need to know about partners’ performance? 185 Aku Sorainen SORAINEN Governing risk 197 Norman K Clark Walker Clark LLC Succession, retirement and beyond 209 Lisa M Walker Johnson Walker Clark LLC Part III. Governance tomorrow Governance for lawyers in a new era – ‘alternative’ law firms 233 Stephen Revell Making Change Happen Leading change 267 Lisa M Walker Johnson Walker Clark LLC About the authors 311 About Globe Law and Business 315

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Book SynopsisThe petroleum industry is highly specialised. Over the centuries, it has developed many standard petroleum arrangements and contracts that are not familiar to all across the industry - and even less to the outside world. Each has its own detailed terms and provisions. This new edition uniquely combines an encyclopaedia with commentary on both midstream and downstream activities. The topics it covers include energy policies; the relevant players in the sector - from governmental authorities to national oil companies; gas storage; the regulatory and contractual frameworks governing gas and sales agreements; liquefied natural gas; pipelines; distribution networks; and refineries. It has also been expanded with new chapters covering topics such as: Shipping; Antitrust; Third-party access; Taxation; and ESG. This approach enables all those involved in the petroleum industry to master the necessary legal terms in one publication. Chapters are written by leading experts from across the globe to provide the best industry practices and standards. The encyclopaedia will serve as a valuable tool for lawyers, industry professionals, consultants and academics who are interested in understanding the key legal terms and provisions of the oil and gas industry.Table of ContentsIntroduction 5 Eduardo G Pereira Professor of natural resources and energy law Kim Talus University of Eastern Finland Law School; Tulane University; University of Helsinki Reg Fowler New Age African Global Energy Part I: Oil products Downstream and domestic price subsidies: an overview 7 Reg Fowler New Age African Global Energy The refining industry 15 David Wood Sanchez Wood Limited Petroleum storage 43 Peter Roberts Cross Keys Energy Part II: Natural gas and LNG Gas sales agreements 57 Seyram Dzikunu Bentsi-Enchill, Letsa & Ankomah Thomas Kojo Stephens Stobe Law; University of Ghana School of Law LNG sales agreements: towards commoditisation? 79 Ruchdi Maalouf KOGAS International LNG export projects 101 André Andriw Assentia Consulting Gustavo Castro Ribeiro Ferreira Silva University of São Paulo Lucas Mota de Lima University of São Paulo; Energy Platform-EnP Eduardo G Pereira Professor of natural resources and energy law LNG shipping 133 Chantal Carriere Latham & Watkins LLP Carlos Diaz White & Case LLP Igor Tostes Equinor Brasil LNG import projects/LNG to power 155 Jose L Valera Mayer Brown LLP Downstream distribution network 171 Laura Huomo Bird & Bird Cea Mittler Legal counsel Storage projects 187 André Andriw Assentia Consulting Gustavo Castro Ribeiro Ferreira Silva University of São Paulo Lucas Mota de Lima University of São Paulo Cosmos Nike Nwedu Federal University, Ndufu-Alike Ikwo Eduardo G Pereira Professor of natural resources and energy law Part III: Cross-cutting issues The legal aspects of cross-border pipelines 203 Chowdhury Ishrak Ahmed Siddiky University of Asia Pacific ESG considerations for midstream and downstream oil and gas 219 Elena I Athwal Damilola S Olawuyi Hamad Bin Khalifa University Downstream taxation 241 Rafael Baleroni Cescon, Barrieu, Flesch & Barreto Marina Cyrino Wintershall Dea Antitrust 251 Paula Camara Giovani Loss Mattos Filho Third-party access to energy infrastructure 273 John Paterson University of Aberdeen About the authors 285 About Globe Law and Business 293

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Book SynopsisStrategies for gathering and harnessing knowledge have existed in law firms for decades. However, knowledge management suddenly found itself in the spotlight as a result of the COVID-19 pandemic. Enforced remote working reduced opportunities for knowledge sharing between colleagues and this gap was filled with knowledge databases and experienced knowledge lawyers. Now that hybrid and virtual workforces are here to stay, these new working practices have combined with technological developments, enhanced demand, and the transformation of how to access knowledge to drive the advancement of knowledge management into a new era. Knowledge Management in Law Firms: Challenges and Opportunities Post-Pandemic is the essential guide to the evolution of law firm knowledge management. It covers how to revisit your strategy in light of recent and future changes, the expansion of knowledge management to encompass legal tech and innovation, the rise of the importance of data, strategies for overcoming the challenges hybrid and virtual working pose to knowledge management, managing knowledge teams, and much more. Chapters are written by an international group of KM experts from a range of organisations and leading law firms, including DLA Piper, Linklaters, and Dentons. Pandemic experiences and lessons learnt are shared as well as ways to approach the future. Knowledge is at the heart of the legal profession, and this book provides guidance on how to prepare for and thrive in the knowledge management practices of the future, overcoming the obstacles and embracing the opportunities that have arisen from or been accelerated by the pandemic. Through demonstrating how effective knowledge management can help firms exceed client expectations, differentiate themselves in the competitive market, and, ultimately, improve their bottom line, this title will be of interest to knowledge management professionals including professional support lawyers, law firm leaders, partners and fee earners, and, outside of law firms, in-house lawyers and consultants.Trade ReviewThis book also goes a long way to explain what we do, how we fit in the bigger picture, and how we drive the ambitions and goals of our organisations; and clearly outlines that we don’t do this purely through technology, as many may think, but rather it’s the technology working hand in hand with people and processes that is so key. Knowledge Management in Law Firms: Challenges and Opportunities Post-Pandemic will be of interest to all information and knowledge professionals who strive to improve their own processes and want to learn how others have tackled the challenges they have encountered, while the wide range of contributors means readers will get a truly broad view of this issue. -- Jas BreslinTable of ContentsExecutive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvii Chapter 1: Knowledge management strategies and frameworks for the post-COVID world By Nick Milton, director and co-founder, Knoco Ltd Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 The four main scenarios . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 KM strategies for a new world . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 How KM operated during lockdown and remote working . . . . . . . 5 A KM framework for a hybrid organization . . . . . . . . . . . . . . . . . . . . . . . . 8 Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Chapter 2: Adapting legal knowledge management to the hybrid workplace By Chris Boyd, chief operating officer, and Amy Halverson, director of knowledge management, research and information services, Wilson Sonsini Goodrich & Rosati Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 The new legal workplace will be a hybrid one . . . . . . . . . . . . . . . . . . . . . 11 KM resources and practices will be key to making the hybrid workplace succeed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Preparing KM for a hybrid future by cultivating connections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Leveraging fully remote learnings to optimize KM for a hybrid world . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Chapter 3: Social KM in a time of COVID…and beyond By Ian Rodwell, head of client knowledge and learning, Linklaters LLP The role of social KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 The impact of COVID-19 on social KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 “Rewilding” social KM in a COVID-emergent world............... 23 Concluding thoughts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Chapter 4: Knowledge management 2.0 – after the perfect storm, sailing with AI to new discoveries By Joe Cohen, UKIME head of innovation, and Andrea Miskolczi, Europe director of innovation, Dentons A perfect storm? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Keeping the good . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Embracing the new . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Beyond the old . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Chapter 5: Data-driven knowledge-based management By Jonna Vainikainen, business process manager, Castrén & Snellman Attorneys Ltd The evolving role of knowledge management.................... 33 Data quality – good enough and fit for purpose . . . . . . . . . . . . . . . . . 34 Ensuring good-quality data – metrics and evaluation . . . . . . . . . . . 36 The rising era of data-driven technologies and automatization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Legal industry trends call for good-quality data . . . . . . . . . . . . . . . . . . 40 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Chapter 6: Legal technology and knowledge management By Elisabeth Cappuyns, director of knowledge management, DLA Piper LLP (US) Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Developing trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Overview of legal technology tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 Additional considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Chapter 7: Artificial intelligence and automation By James Loft, COO, Rainbird Technologies Artificial intelligence and automation in knowledge-driven industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 Unlocking automated decisioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 The combination of human potential and artificial intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 Technology ecosystems that support business growth . . . . . . . . . . 57 Chapter 8: Search By Jon Beaumont, senior manager of knowledge management, Shearman & Sterling LLP Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 Previously . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 Location and content . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Basic approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 Knowledge, data, and systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 Users and solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 The future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Chapter 9: Digital transformation, knowledge management, and cybersecurity in the post-COVID era By Tiffany M. O’Neil, director of KM and technology innovation, and James G. Perkins, chief operating officer and chief compliance officer, Procopio, Cory, Hargreaves & Savitch LLP Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 Digital mastery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74 Knowledge management and technology innovation . . . . . . . . . . . 78 Cybersecurity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 Protecting against attacks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84 Chapter 10: KM and innovation in law firms and legal departments: twins separated at birth? By Gordon Vala-Webb, thought leader, speaker/author, and innovation professional Who is doing what? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 Long live KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 Inter-connections between KM and innovation . . . . . . . . . . . . . . . . . . 88 Similarities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 Gaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91 New order of things . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92 Chapter 11: Hybrid competitive intelligence – gathering intel remotely By Mark Gediman, senior research analyst, Alston & Bird, LLP, and Kevin Miles, manager, research services, Norton Rose Fulbright Transitioning to a hybrid environment – cultural shifts . . . . . . . . . . 93 Strengths and opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94 Managing expectations in a hybrid environment . . . . . . . . . . . . . . . . 95 Use of virtual tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 Ethics and CI are not mutually exclusive . . . . . . . . . . . . . . . . . . . . . . . . . . 100 Summing up . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102 Chapter 12: Retaining KM talent By Tara Pichardo-Angadi, head of knowledge (EMEA), Norton Rose Fulbright LLP Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103 Hiring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103 Developing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105 Moving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110 Chapter 13: Inclusion and diversity in knowledge: raising awareness and embedding best practice post-COVID By Orla Bingham, service owner, content development, and Katherine Lang, senior knowledge lawyer and London knowledge lead, Baker McKenzie Inclusive training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113 Inclusive language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115 Inclusion of all colleagues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117 Allyship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117 Bringing your whole self to work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118 Returning to the workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119 What next? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120 Chapter 14: Building and managing a truly global research team post-COVID By Kathy Skinner, director of research, White & Case LLP Changes to research teams post-COVID and their impact on global team-building and alignment . . . . . . . . . . . . . . . . . . 123 What are the biggest long-term challenges and what organizational support do you need to address them? . . . . . . . . . . 124 What new opportunities can your team realize in this changed environment? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129 Chapter 15: Law firm knowledge management and the metaverse By Anthony J. Rhem, CEO and principal consultant, AJ Rhem & Associates Inc. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131 Metaverse drivers for law firm knowledge management . . . . . . . . 132 Legal research in the metaverse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133 Law firm collaboration in the metaverse . . . . . . . . . . . . . . . . . . . . . . . . . . 135 Legal and ethical issues of law firm KM in the metaverse . . . . . . . 136 The metaverse and knowledge continuity in law firms . . . . . . . . . . 136 Conclusion and key points to consider . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137 About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139

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Book SynopsisIn the five years since the first edition of this book published, there has been an accelerated rise in the number and influence of COO roles in the legal sphere. No longer the preserve of the largest national and international firms, mid-tier firms and even New Law and alternative legal service providers are considering a COO as a potential – perhaps even essential – component of law firm management, to achieve increased efficiency, productivity, and meet the demands of a highly competitive market. With contributions from a number of current law firm COOs, alongside some of the most respected and sought-after consultants working in this space, this second edition of Rise of the Legal COO examines the scope and variety of the legal COO role, and how the challenges and demands of the position have altered as law firms have evolved. It contains updated chapters from the first edition, and several brand new chapters covering topics such as: How the COO can enable innovation and digital transformation in their firm; The COO’s role in managing profitability and client engagement; The use of data in law firm management; and The New Law COO. There are also all-new, exclusive interviews with legal COOs from a variety of national and international firms, covering topics ranging from the importance of relationships and adapting to the new hybrid, post-COVID world, to encouraging innovation in firms and strategies to recruit and retain talent. There is no doubt that a good COO is an invaluable part of a firm’s management team, and the opportunities for talented individuals with broad operational management skills will continue to grow. Heavily backed up by the first-hand experience of the contributors, this title provides essential guidance to the current and future legal COO on the skills and strategies they need to succeed, and to law firms on how to recruit, integrate, and develop a COO who will be a good match for their culture and help them achieve their ambitions.Table of ContentsExecutive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvii Part 1: Role of the Legal COO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Chapter 1: Horses for courses – the spectrum of chief operating officer roles in law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 By Chris Bull, principal, Edge International COO models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Model 1 – “Riding shotgun” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Model 2A and 2B – The chief finance and operating officer . . . . . 9 Model 3 – The internal service and procurement head . . . . . . . . . . 10 Model 4 – The infrastructure head . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Model 5 – The shared service head . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Model 6 – The practice COO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Model 7 – The operational transformation leader . . . . . . . . . . . . . . 15 The corporate legal operations head . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Chapter 2: Shaping change: the rise of the COO . . . . . . . . . . . . . . . . . . . . . 19 By Laura McNair, head of people and operations, Totum Defining leadership – why COOs? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Makings of a modern COO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Stepping-stones – the business manager role . . . . . . . . . . . . . . . . . . 22 Structure and remit of the COO role . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 What makes a great COO? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Recruiting your COO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Into the future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Writing a COO job description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Chapter 3: The three flavors of law firm COO . . . . . . . . . . . . . . . . . . . . . . . . 29 By Stephen Allen, chief scout, Trampelpfad, and Mark J. Masson, managing partner, Lotis Blue Consulting Chief operating officers’ changing roles, Role #1: “head of back office” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Role #2: “chief efficiency officer” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Role #3: the strategy driver . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 The empowered client . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 When to make a change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 Where does a firm go from here? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Chapter 4: The role of the chief operating officer in a law firm – post-pandemic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 By James G. Perkins, chief operating officer and chief compliance officer at Procopio, Cory, Hargreaves & Savitch LLP Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Pandemic preparation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 The comforter, managing uncertainty, and a Black Swan event . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Strategy and uncertainty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Concluding thoughts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Chapter 5: Habits – are they your COO superpower or holding your firm back? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 By Paul Bennett, solicitor and partner, Bennett Briegal LLP What is a habit? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Habits matter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Business habits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 Your habits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 What positive habits should you adopt to discharge your COO duties? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 Chapter 6: When a new firm leader takes the reins . . . . . . . . . . . . . . . . . . 59 By Patrick J. McKenna, internationally recognized author, lecturer, strategist, and seasoned advisor to the leaders of premier law firms 1. Be clear on the new leader’s specific goals . . . . . . . . . . . . . . . . . . . 61 2. Be honest and candid in identifying those areas that the firm leader may regard as a weakness . . . . . . . . . . . . . . . . . 61 3. Sort out the reporting relationships . . . . . . . . . . . . . . . . . . . . . . . . . 61 4. Determine boundaries and division of responsibility . . . . . . . . . . 62 5. Identify expectations and the specific behaviors you want to see . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 6. Determine your preferred communications protocols . . . . . . . . . 63 7. The COO needs to know how to best read and interact with the firm leader . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 8. Determine how you need to operate in order not to undermine each other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 The bottom line . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 Chapter 7: Factors that impede effective firm leader-COO relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 By Patrick J. McKenna, internationally recognized author, lecturer, strategist, and seasoned advisor to the leaders of premier law firms 1. You need to have respect for one another . . . . . . . . . . . . . . . . . . . 66 2. There should be role clarity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 3. Have the ability to compromise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 4. Provide candid feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 5. Beware of the divide-and-conquer ploy . . . . . . . . . . . . . . . . . . . . . . 68 6. Poor performance can overwhelm any relationship . . . . . . . . . . . 69 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Chapter 8: The COO role in managing profitability and client engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 By Steve Nelson, executive principal, The McCormick Group History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Distinction between internal and external responsibilities . . . . . . . 73 Emphasis on profitability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75 Management of key categories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76 Impact of the pandemic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77 View of the future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78 Chapter 9: Three roles the COO must play to enable innovation and digital transformation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 By Kate Boyd, COO, Sente Advisors Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 COO as culture keeper . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 COO as technical strategist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83 COO as metrics maven . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 Chapter 10: The chief operating officer and the use of data in law firm management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 By David S. Schaefer, managing director, Calibrate Consulting, Inc. Maintaining competitive advantage in a digital market . . . . . . . . . 89 The power of KPIs for law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91 What are the right number of KPIs? . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 Presentation of KPIs – dashboards and scorecards . . . . . . . . . . . . . 94 Changes in KPIs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94 The need for accurate and clean data . . . . . . . . . . . . . . . . . . . . . . . . . 95 Create a data-driven culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95 How can you boost data literacy to support your KPI strategy? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96 The future of data analytics in the legal industry . . . . . . . . . . . . . . . 97 Annex: list of possible KPIs and metrics . . . . . . . . . . . . . . . . . . . . . . . . 98 Chapter 11: The New Law COO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 By Kiran Scarr, counsel – transformation, Support Legal Limited The emerging dominance of New Law . . . . . . . . . . . . . . . . . . . . . . . . . 101 The business of New Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104 The New Law COO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107 The leadership behaviors of a New Law COO . . . . . . . . . . . . . . . . . . . 107 Collaboration for growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111 Part 2: Interviews with Legal COOs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113 Interview 1: Peter Blair, chief operating officer of Quadrant Chambers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115 Interview 2: Kimberly A. Gardner, chief operating officer of Holland & Knight LLP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121 Interview 3: Ricarda Hauke, chief operating officer of Taylor Wessing Partnerschaftsgesellschaft mbB . . . . . . . . . . . . . . . . . . . 131 Interview 4: Andrew Keith, chief operations officer of DAC Beachcroft LLP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135 Interview 5: Jennifer P. Keller, president and chief operating officer of Baker Donelson . . . . . . . . . . . . . . . . . . . . . . . . . . . 139 Interview 6: Darren Mitchell, chief operating officer of Simmons & Simmons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145 Interview 7: William Robins, operations and compliance director, Keystone Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151 About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159

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Book SynopsisLegal prose is often a more pedestrian venture than a novel or a poem. However, even the pedestrian can be done well. The views of the professional writers considered in this book identify how lawyers can write legal prose well, and sometimes even beautifully. This book provides key lessons on legal writing that can be gleaned from various leading authors of the past and brought to bear in crafting more polished legal texts. Among the great authors considered are Joseph Conrad, Guy de Maupassant, E.M. Forster, Thomas Hardy, Henry James, D.H. Lawrence, Robert Louis Stevenson and Virginia Woolf. Central themes identified are: Legal writing should never be too difficult to understand; Great writers have much to teach the legal writer; Good writing requires hard work; Professional jargon is generally best avoided; and The truth is always pure, often simple, and generally best expressed in plain English. This book contains invaluable guidance to help all those involved in legal writing to hone their writing skills, while providing an engaging tour through the works of great authors from the past. All after-tax author royalties from this book will be donated to the Ukrainian relief efforts of the International Red Cross and Red Crescent movement.Trade ReviewIn this highly original book, Justice Barrett has drawn together an astonishing amount of material. This is an important contribution to the field of law and literature. -- Bryan A. GarnerThis book will help guide anyone involved in legal writing to hone their writing skills, while providing an engaging tour through the works of great authors from the past. -- Law Society GazetteThis books provides key lessons on legal writing...a useful resource for lawyers, judges and academics interested in developing their legal prose. -- Anna DaviesEvery now and then I have the privilege of reading a book in which the author’s breadth of knowledge and elegance of prose take my breath away… It would be a mistake to think this book is merely an examination of great authors and how their thoughts on writing can add to the creation of modern legal prose. Justice Barrett provides practical advice on how to craft effective legal writing, stating the importance of meticulous research, legal analysis, brevity, and giving a solution to everyday problems. At the end of the book, he provides a code of legal writing which consolidates the main points of the text. -- Corinne McKennaAs with his previous book, this volume repays study by anyone engaged in legal writing, however remote might be their claims or ambitions of greatness. -- Paul MagrathTable of ContentsForeword 9 1. Lawrence 15 On morality, aesthetics and other matters 1. Writing engagingly 15 2. Didacticism and the ‘art’ of writing 17 3. Moralising 18 4. Detachment 19 5. Writing intelligently, coherently and honestly 21 Key propositions 23 2. Besant 25 On the ‘laws’ of fiction and other matters 1. Writing engagingly 25 2. Sympathy and writing 27 3. Selection in writing 27 4. Elevation of mind 27 5. ‘Laws’ of writing 28 Key propositions 35 3. Conrad 37 On bringing light to truth and other matters 1. Bringing light to truth 37 2. Different author types 38 3. Emotion, morality and writing 39 4. Pursuit of truth 40 Key propositions 41 4. Crawford 43 On moralising, flippancy and other matters 1. Types of text 43 2. Purpose of text 44 3. Effect of writing 46 4. Moralising 47 5. Flippant and colloquial writing 48 6. Self-discipline 49 7. Brevity, simplicity, etc 51 8. Illusion, truth and writing 53 9. Realising the author’s conception 53 10. Using foreign words 54 11. Digression 55 12. Life experience and writing 55 13. Amusement/humour in writing 56 14. The ethics of writing 57 15. Sympathy 57 Key propositions 59 5. De Maupassant 61 On honesty, simplicity and other matters 1. Originality 61 2. Expectations as to form 62 3. The pursuit of truth 63 4. Detachment 64 5. Exactness and carefulness 65 6. Using simple vocabulary 67 Key propositions 68 6. De Quincey 71 On style and other matters 1. Style and writing 71 2. Why is style important? 73 3. Writing versus speech 73 4. Carelessness in writing 74 5. Media influence on language 78 6. Unduly long or conditional sentences 80 7. Using foreign words 81 8. Different aspects of style 82 9. Punctuation 83 10. Footnotes 84 11. Repetition and brevity 85 Key propositions 86 7. Forster 89 On the text as a story and other matters 1. Legal texts as stories 89 2. Writing engagingly 90 3. Writing and voice 93 4. Detachment 98 5. Plot and writing 99 6. Writing a conclusion 101 7. Different types of writer 102 8. Patterns in writing and writing models 104 Key propositions 106 8. Hardy 107 On sincerity, originality and other matters 1. Sincerity 107 2. Originality 108 3. Detachment 110 4. ‘Laws’ of writing 112 5. Hardy’s observations summarised 114 6. Carelessness in writing 115 Key propositions 116 9. The Hawthornes 119 On theme, tone, truth, the task of writing and other matters 1. Plainness and simplicity 119 2. Tone 120 3. Morality and writing 122 4. Writing models and formulae 124 5. The steps to writing a text 125 6. The ‘art’ of writing 127 7. Writing powerfully 128 8. Transcendent text 129 9. Types of writer 130 10. Some common failures in writing 133 11. Legal texts as national literature 139 12. Writing engagingly 140 13. Condescension and children 145 14. What makes a good writer? 147 Key propositions 149 10. Hazlitt 151 On pedantry, insight, jargon and other matters 1. Pedantry 151 2. Reading other texts 152 3. Jargon 154 4. Using foreign words 157 Key propositions 158 11. James 159 On the art and duty of writing, humour and other matters 1. The ‘art’ of writing 159 2. Task of the writer 162 3. Amusement, humour and didacticism in writing 163 4. Superabundant judgments 167 5. Writing engagingly 172 6. Avoiding ornamental writing 177 7. Writing engagingly, recounting facts 179 8. Types of writing 181 9. Style and freedom in writing 185 Key propositions 187 12. Stevenson 189 On composition, pattern, sound and other matters 1. Vocabulary, word choice and grammar 189 2. Composing a text 198 3. Style 200 4. Key elements of style 203 5. Patterns in writing and writing models 204 6. ‘Sound’ in writing 205 7. What to include or omit 207 Key propositions 209 13. Trollope 211 On literary quality, truth and the ‘rules’ of writing 1. Artistry and writing 211 2. Honesty in writing 212 3. ‘Laws’ of writing 215 Key propositions 218 14. Woolf 221 On quality in writing, ‘rules’ of writing and other matters 1. Weaknesses of modern writing 221 2. Lifeless writing 237 3. Forms of writing 237 4. Honesty and writing 239 5. Stream of consciousness 240 6. Concision in writing 243 7. ‘Rules’ of writing 244 8. Long words and opening words 244 9. Writing engagingly 245 Key propositions 252 Afterword: Towards a code of good legal writing 255 Appendix: Writing for the young and vulnerable 269 Table of cases 283 Index 285 About the author 291 About Globe Law and Business 293

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Book SynopsisRelationships are top-of-mind for in-house lawyers today. Inherent tension in the relationship between in-house lawyers and their organisation – which is both their client and their employer – and the increasing scrutiny of in-house lawyers due to recent corporate and political scandals has put pressure on the management of their relationships with themselves, their teams and their employer clients. Furthermore, CEOs, non-executive directors and boards not only struggle to navigate their relationship with in-house lawyers but are also often unaware of the underlying systemic problems in the legal function and profession, which can adversely affect organisational sustainability. This book shows how in-house lawyers can better manage their relationships and how their client organisations can reciprocate. The main theme throughout is that reframing relationships, and then making small changes in them, can have a big impact on individual fulfilment, organisations and society. This title provides solutions for when specific relationship management problems occur, and key features include: • exploration of the evolution of the legal function; • diagnostics and tools to assess and manage relationships with boards, law firms and the ESG movement; • strategies to address common relationship issues with key individuals including the CEO, CFO, compliance staff, the group GC and other in-house lawyers; • guidance on allaying career concerns and dealing with an overwhelming workload which threatens work–life balance; and • the nature of leadership as it pertains to the legal function. Written by Ciarán Fenton, who has worked with hundreds of in-house lawyers as well as CEOs, chairs and boards all over the world, The Modern In-house Lawyer draws on the author’s own consulting experience and successes and failures in relationship management – including case studies demonstrating what works, and what doesn’t – and the insights of other academics and experts. It provides in-house lawyers at all levels, members of the c-suite and private practice lawyers with the principles, tools and models to manage their key relationships and enhance their work.Trade ReviewFew people understand the role of the in house lawyer as well as Ciaran. This book is brimming with ideas and will encourage in-house legal lawyers to reflect on their role. Every in house lawyer should keep a copy on their desk. -- Thomas CraneIn this book, Ciarán offers a no-nonsense guide to those who want to be the best in-house lawyer they can be. In pursuit of the ultimate prize of peace and joy at work, he sets his readers on an obstacle course to face the truth about themselves, the potential they have and the business in which they practice. This is not for the faint-hearted. Claiming to have read the book will provoke the question - so what have you done about it? Based on his personal and professional experiences, he systematically tackles the defences of the status quo. In its place, he provides the practical tools to build foundations for a future of fulfilment. As importantly, he signals why the status quo will be overwhelmed by stronger societal demands on businesses and those who counsel them. -- Loughlin HickeyI wish I had this book on my desk 20 years ago. It contains advice that is practical and useable in your day-to-day and should be required reading for all who are in-house lawyers or who interact with them. -- Richard GivenCiaran’s insights are an excellent challenge for in-house lawyers trying to understand their role and manage their careers. His focus on in-house lawyers as a growing area with changing priorities is timely and essential as in-house teams continue separation and evolution from its private practice routes. -- Stephen CookeThis book is conversational in style, easy to get into, hard to put down and full of gentle challenge and reflection for all of those who are, or who interact with, in-house lawyers. It is incredibly practical and does not shirk the difficult issues, including ethics and client pressure. It is well worth a thoughtful read. -- Russell DeardsThis is a profoundly thoughtful and insightful book clearly drawing on years of intimate exposure to the profession. From my perspective at London Business School, I also appreciated the many references to academic works. It is also intensely humane and kind. Ciarán says that he could never have written this book before his illness. I can see why. What comes across is a deep caring for the profession, organisations and those who practice law in-house. Other professionals could also benefit from reading this book. His point about being aware of one’s own and one’s employer-client’s purpose and nurturing mutual understanding is pure wisdom. The book exposes severe weaknesses in legal training which prepares lawyers for careers as pressured ‘micro-enterprises’. It has changed my perspectives. I wish I’d come across it decades ago. -- Jeff SkinnerCiaran brings a refreshing and welcome sensitivity to the often macho world of corporate relationships, demonstrating that inclusiveness and kindness are actually beneficial to the bottom line rather than indications of weakness. I have long been an admirer of his perceptive and incisive guidance and this book crystalises his expertise. -- Carolyn Kirby OBEThis is a useful and timely book. Useful in its provision of practical techniques to master the art and science of delivering legal services within a business environment in which your client is also your employer. Timely in its presentation of in-house lawyering as indivisible from leadership at a time when businesses and professionals are called to greater standards of responsibility in and for society. It would not be an overstatement to consider that if a majority of General Counsel in any single jurisdiction, read and applied a selection of the techniques in this book, the landscape of the legal sector and their lives would be positively transformed. That is not to say this is a book only for in-house lawyers and the many who work with them, including the decision-makers who can maximise their contribution. It is for anyone interested in the mastery of themselves and their relationships at work and the doors this can open, and as needed, close. -- Jenifer Swallow is a lawyer and advisor to legal and technology businessesThe Modern In-House Lawyer is something to be savoured - dip into it slowly and deliberately as Fenton offers a number of thought-provoking insights on navigating the c-suite and the boardroom, as well as on how to improve in-house lawyer relationships. Moreover, he presents a refreshingly original take on both in-house counsel leadership and the management of in-house legal careers - making this an important read for those who want to grow and lead, with authenticity and purpose. -- Mitchell KowalskiReading this book is like being in conversation with Ciarán. Anyone who has spent time with him will recognise his authenticity. I like his direct style, the practical advice on relationship building, doing only seven things for seven dollars (not doing more for less), running the legal department as a business, speaking truth to power and holding that special role that comes with the practice of law in-house. As someone who aims to create an environment where others thrive, I particularly like Ciarán’s focus on finding joy and being happy at work 75% of the time, as per the title of his next book, Most Mondays. -- Maaike De BieEvery decade or so, something comes along that changes the narrative of settled thinking. This book is as generous as a Wainwright walking guide, as well observed as a Bryson travel guide and as punchy and insightful as any McCormack ‘What They Don’t Teach You at ...’ book. Fenton rests his views on a foundation of observing a generation of lawyers, and it is all here. If you are a lawyer, want to be a lawyer, are married to a lawyer, employ a lawyer, this book is not just important – it is essential. -- Paul GilbertCiarán Fenton has created a one-of-a-kind how-to manual and self-help guide, specifically written for in-house counsel. This book is a treasure trove of relevant advice and helpful insights that is well worth dipping into repeatedly. -- Orla MuldoonTable of ContentsEndorsements 11 Acknowledgements 15 Foreword 19 Richard Moorhead, Professor of Law and Professional Ethics, University of Exeter Introduction and context 23 1. The purpose of this book 23 2. How I stumbled into the in-house world 25 3. My early experiences working with in-house lawyers 26 4. My formative years 29 5. How I started in leadership consulting 31 6. My shock at the ‘resign or conform’ culture in-house 33 7. How this book came about 35 8. The structure of this book 39 Chapter 1: You – how to manage your relationship with yourself 43 1. Introduction 43 2. Feel/Need/Do 44 3. Seven principles 49 4. Your career is a unique micro-business 50 5. You are not a human capital asset 51 6. Parent/Adult/Child mode 52 7. Formative years’ decisions and your timeline 54 8. Soft balance sheet 58 9. Soft profit and loss account 64 Chapter 2: Your career – how to manage the business of your in-house career 67 1. Introduction 67 2. Your career equity 67 2.1 Your CV 68 2.2 Your EQ 70 2.3 Your reputation 71 3. Your seven career options 72 3.1 Option 1: Stay where you are 73 3.2 Option 2: Leave and launch a new business 73 3.3 Option 3: Leave and join a start-up 74 3.4 Option 4: Leave and join a growth business 74 3.5 Option 5: Leave and join a mature business 74 3.6 Option 6: Leave and downshift 75 3.7 Option 7: Exploit family money or opportunities 75 4. Your personal purpose, strategy and behaviour (PSB) plan 75 4.1 Your career purpose (P) 75 4.2 Your career strategy (S) 76 4.3 Your career behaviour plan (B) 76 5. Your career-ism 77 6. Managing your career arc 79 7. How to sell yourself at interview, and your ideas and budget 80 7.1 My selling approach 81 8. Managing your job search 87 8.1 Leads 88 8.2 Opportunities 89 8.3 Your pipeline 89 8.4 Your covering letter 89 8.5 The interview process 90 8.6 Due diligence, contract negotiation and whether to accept long-term incentive plans 91 9. Your seven-step job search plan 91 9.1 Step 1: Start with humility 91 9.2 Step 2: Draft a word-perfect personal purpose (P) 92 9.3 Step 3: Stick to one strategy (S) 92 9.4 Step 4: Decide on your job search behaviour (B) 92 9.5 Step 5: (Re)Learn the art of marketing 92 9.6 Step 6: (Re)Learn how to sell yourself 92 9.7 Step 7: (Re)Learn how to buy 93 Chapter 3: How to manage your relationships at work as an in-house lawyer 95 1. Introduction 95 2. Your first 100 days 97 3. Your relationship grid 101 4. Green relationships 102 5. Amber relationships 104 6. Red relationships 105 7. The 10/20/70 rule of change 107 8. Emails, texts and posts 108 9. Learn from Lincoln: don’t send that email in anger 109 10. Your use of language 111 11. Managing upwards 112 12. Ask your boss for help – you may get it 113 Chapter 4: Your key relationships in any organisation – how to view them 115 1. You 115 2. Family and friends 116 3. Society, the profession and the regulators 117 4: Your employer client 118 4.1 The purpose of your employer client 119 4.2 Your employer client’s strategy 121 4.3 Your employer client’s behaviour plan 123 4.4 Your employer client’s main board 123 4.5 Your employer client’s chair 123 4.6 Your employer client’s NEDs 124 5. Your boss 125 6. The executive board 128 6.1 The CEO 128 6.2 The CFO 129 6.3 The COO 130 6.4 The chief revenue officer/sales director 131 6.5 The chief marketing officer 133 6.6 The chief technology officer 133 6.7 The HRD 134 7. External advisers and providers 135 8. Your legal team 137 Chapter 5: How to lead teams and work with boards 141 1. Introduction 141 2. Creating an environment in which people thrive 143 3. Developing the legal function 145 4. Meeting stakeholders’ needs 145 5. Decision-making steps 145 5.1 Step 1: Share personal PSB plans 147 5.2 Step 2: Agree on an organisation or team PSB plan 149 5.3 Step 3: Agree on a board or team PSB plan (ie, terms of reference) 149 5.4 Step 4: Agree on a decision-making process 151 5.5 Step 5: Appoint a devil’s advocate by rotation at each meeting 153 5.6 Step 6: Track the implementation of decisions 155 5.7 Step 7: Review outcomes and learn from them 155 6. The FRC code on decision making 156 7. Challenging behaviour: from bullying to martyrdom 156 8. Points of inflection on boards 158 9. “Least Likely to Say …” is a useful legal team or board game 161 10. ‘Small change’ soft contracts 163 Chapter 6: Your client is your employer – how to manage that tension 165 1. Introduction 165 2. The problem 166 3. Analysis of the problem 166 4. What’s top of mind for in-house lawyers? 168 4.1 Negativity 168 4.2 Disrespect 171 4.3 Ignorance 173 4.4 Ethical pressure 174 4.5 Office politics 179 4.6 Personal pressures 180 4.7 Inherent tension 186 5. Relationships in businesses 189 6. A new way 190 Chapter 7: How to reframe your legal department’s relationship with your employer client 193 1. Introduction 193 2. Step 1: Secure a shared language on the PSB plan of your employer client 194 3. Step 2: Sell the generic PSB plan of the legal function to the employer client 198 4. Step 3: Set up a legal executive board to run the legal function as a business 199 5. Step 4: Tell – don’t ask – your employer client what it needs from your legal function 204 6. Step 5: Negotiate a legal business plan which meets the organisation’s needs but honours the purpose of the legal function 205 6.1 Points to consider in drafting the legal function business plan 205 7. Step 6: Reframe your relationship with external advisers 208 8. Step 7: Ensure the GC acts as the CEO of the legal function 211 Appendix 1 215 Inherent tension in-house: defusing the law department time bomb at a time of pandemic Appendix 2 231 Lawyers and their regulators can make or break the ESG movement Appendix 3 243 Strengthening governance through in-house lawyer independence Appendix 4 251 GC Response to SRA In-house Solicitors Thematic Review About the author 261 About Globe Law and Business 263

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Book SynopsisTechnology is everywhere. Its presence is undeniable. The legal industry, steeped in history and tradition, is not immune to the changes brought about by technological advancement. No facet of the legal industry can escape or ignore the increasingly important role of technology in the practice of law. Yet, technology can overwhelm, confuse, or downright intimidate many. By reading and using the insights shared in this title, learn how to reconcile technology's inescapable presence with the fear of the unknown it often brings about. Edited by Colin S. Levy, a well-known legal tech influencer and advocate, Handbook of Legal Tech provides guidance from many of the leading figures within the legal tech space on the different parts of law practice being enhanced and improved by technology. Each chapter covers a key area of legal tech, including automation, contract management, blockchain, use of artificial intelligence, and legal analytics, and contains first-hand insights into the development and adoption of legal technology and actionable data around best uses for different types of legal technologies. Legal ethics and the future of legal tech are also explored. This book is aimed at lawyers both in-house and in private practice globally who have an interest in legal tech and wish to learn more about how it will impact and enhance their work. In this age driven by data and technology, ignoring technology is at your definitive peril. Get up to speed with this engaging and enlightening book on the intersection of the legal industry and the world of technology.Trade ReviewThis is an interesting book dealing with all that is new in the bewildering tech world. -- David PickupTable of ContentsBy Colin S. Levy, director of legal and evangelist, Malbek Part I. The why of legal tech Chapter 1: Introduction By Naomi Thompson, associate director, PwC South Africa Chapter 2: General thoughts on the tech and law relationship By Leah Molatseli, head of business development, Legal Interact Part II. The how of legal tech Chapter 3: Document automation By Molly Anderson, director of content strategy, and Dorna Moini, CEO and founder, Documate Chapter 4: Matter management By Daniel Farris, founder, NMBL Technologies Chapter 5: E-discovery By Cat Casey, chief growth officer, Reveal Brainspace Chapter 6: Legal operations By Tom Stephenson, head of legal ops, Credit Karma Chapter 7: Contract management By Tony Thai, chief executive officer and chief engineer, HyperDraft Chapter 8: Artificial intelligence By Joshua Walker, CEO, Aleph Legal Chapter 9: Litigation analysis By Josh Blandi, CEO and co-founder, UniCourt Chapter 10: Blockchain and NFTs By Olga Mack, vice president and CEO, Parley Pro Chapter 11: Alternative dispute resolution By Rich Lee, CEO and co-founder, New Era ADR Part III. Broader issues in legal tech Chapter 12: Legal tech ethics By Jan L. Jacobowitz, founder and owner, Legal Ethics Advisor Chapter 13: Access to justice By Natalie Ann Knowlton, co-founder, Access to Justice Ventures Chapter 14: Adoption of legal tech – continuing the journey By Zach Abramowitz, founder, Killer Whale Strategies Chapter 15: Environmental change and legal innovation ecosystem evolution By Richard Tromans, founder, Artificial Lawyer Further reading/resources

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Book SynopsisBecoming a partner in a law firm is a significant milestone in a lawyer's career, and requires a combination of strong legal skills, business acumen, leadership abilities and a commitment to the firm's success. Preparing for Partnership reviews the essential steps that lawyers need to take to make partnership a reality. This book outlines the critical factors for success, from building a strong track record to developing a loyal client base, demonstrating leadership skills and meeting the firm's criteria. Contributors to the book discuss how to network and build relationships within the firm, review the financial aspects of partnership, and how to seek feedback and mentorship from other partners. Preparing for Partnership is an invaluable resource for lawyers seeking to achieve the ultimate career milestone of partnership, and for team leaders and management as they help aspiring partners to prepare. This book will help lawyers navigate the complex path to partnership and realize their full potential in the legal profession.Table of ContentsExecutive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xv Chapter 1: What does “partner” even mean? . . . . . . . . . . . . . . . . . . . . . . . . 1 By Michael Roster, former managing partner, Morrison & Foerster’s Los Angeles office Some economic factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Doing excellent legal work matters – a lot . . . . . . . . . . . . . . . . . . . . . . 4 Time to partnership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Your clients are both outside and inside the firm . . . . . . . . . . . . . . . . 7 Some personal factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 In conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Chapter 2: So you want to make partner? Evaluating your firm’s partnership prospects . . . . . . . . . . . . . . . . . . . . . . . . 9 By David Parnell, founder of True North Partner Placement Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Assumptions / disclaimers / expectations / axioms . . . . . . . . . . . . . . 11 Evaluate your readiness first . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Evaluate your firm’s readiness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Your competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Associate investment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Chapter 3: Demonstrating readiness for partnership . . . . . . . . . . . . . . . . . 33 By Jennifer Bluestein, chief talent and HR officer, Perkins Coie Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Being a great lawyer – excellence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Have a brand or specialty that sets you apart . . . . . . . . . . . . . . . . . . 34 Self-sustaining network within the firm . . . . . . . . . . . . . . . . . . . . . . . . 35 Understand the business and where you fit in . . . . . . . . . . . . . . . . . . 36 Create a business plan that aligns with the firm’s strategy and platform . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Generating a book of business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Developing a team, including a lieutenant . . . . . . . . . . . . . . . . . . . . . 40 Firm citizenship – what does it mean and why demonstrate it? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Chapter 4: Making the choice about partnership . . . . . . . . . . . . . . . . . . . . 43 By Claire Rason, director, Client Talk Why we must remember it’s a choice . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Gender imparity at partnership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 The impact of choice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Is it about when we have to make a choice? . . . . . . . . . . . . . . . . . . . 47 The confidence factor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Common concerns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 The fear of business development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Authentic leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Juggling other commitments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 “It didn’t look like fun” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 Getting to gender parity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Implications for diversity initiatives more broadly . . . . . . . . . . . . . . 54 Chapter 5: The business and personal traits of a partner . . . . . . . . . . . . . 57 By Pippa Blakemore, The PEP Partnership LLP Strategic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 Management and business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Personal traits of a partner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 Chapter 6: Relationships are (the) key to a successful and fulfilled career . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 By Paul Williams, managing partner, Denver office, Shook Hardy & Bacon Where do relationships begin? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 The cultivation of relationships – mutual respect . . . . . . . . . . . . . . . 73 The power and privilege of relationships . . . . . . . . . . . . . . . . . . . . . . . 75 Tending to avoid mending relationships . . . . . . . . . . . . . . . . . . . . . . . 76 It’s not too late to identify and build relationships . . . . . . . . . . . . . 78 Chapter 7: The importance of relationships – the seven pillars of development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 By Pippa Blakemore, The PEP Partnership LLP Understanding the importance of strong relationships . . . . . . . . . 81 Knowing with whom you should build and maintain durable relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82 The mindset that lawyers need to progress from associate to partner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83 Principles of nurturing relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 Where to relationship-build to strengthen your future when you become a partner . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 Appropriate communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 How to turn these contacts into a loyal client base and a strong book of business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 Chapter 8: Business development for the aspiring partner . . . . . . . . . . . . 95 By Tom Bird, bestselling business author, trainer and keynote speaker The context of BD for an associate . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95 What clients want over and above the work – the starting point for any BD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97 Key priorities for associates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 What is the “right” kind of relationship to build? . . . . . . . . . . . . . . . . 102 The role of goal-setting in BD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105 Chapter 9: Financial management 101 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109 By Tony Young, partner, and Hung Tran, partner, BDO Business Services Understanding the drivers of the firm . . . . . . . . . . . . . . . . . . . . . . . . . . 110 Impact of structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111 Due diligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112 Firm-wide governance and discipline . . . . . . . . . . . . . . . . . . . . . . . . . . 114 Correct management of working capital . . . . . . . . . . . . . . . . . . . . . . . 115 Distribution management and policies . . . . . . . . . . . . . . . . . . . . . . . . 116 Growth prospects and succession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117 Preparation begets success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118 Chapter 10: The practicalities and realities of financial management as a partner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121 By Nicky Owen, partner, professional practices team, Crowe UK LLP Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121 Legal background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121 Reward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122 Partnership capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123 Statutory accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124 Partnership accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124 Management accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125 Balance sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125 Partners’ accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127 Profit and loss account . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128 Management information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129 Demystifying the finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130 Chapter 11: Tax and accounting as a partner . . . . . . . . . . . . . . . . . . . . . . . 133 By Nicky Owen, partner, professional practices team, Crowe UK LLP Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133 How will you be taxed? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133 A partner in a UK LLP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133 Salaried member rules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133 Non-UK LLPs and other types of partnerships . . . . . . . . . . . . . . . . . . 135 Tax rates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135 National Insurance Contributions (NIC) . . . . . . . . . . . . . . . . . . . . . . . 136 How you will be assessed for income tax . . . . . . . . . . . . . . . . . . . . . . . 136 What are the taxable profits? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139 Tax administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140 Tax payments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141 Late paid tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143 Tax reserves . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144 International matters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144 Partnership capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145 Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145 Pension contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146 Chapter 12: Wellbeing and partnership in law firms – challenges and opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149 By Jean-Baptiste Lebelle, head of HR, Allen & Overy Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149 Wellbeing – a continuing challenge for partners in a complex and moving environment . . . . . . . . . . . . . . . . . . . . . . . . 149 Resources and strategies for partner wellbeing . . . . . . . . . . . . . . . . . 152 Wellbeing requires a holistic and multidimensional approach with concrete initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157 About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159

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Book SynopsisEssential Reads on Family Offices is your essential resource featuring insights from the world’s foremost experts on the most pressing topics facing family offices and their advisers today. Containing a collection of authoritative materials dedicated to providing family offices and their advisers with the most informative and thought-provoking contributions on key themes, the content focuses on: • Family office profiles: profiles of leading family offices from around the world, highlighting their unique structures, strategies and values. • Governance: best practices for developing and implementing effective governance structures and processes for family offices. • NextGen planning: expert insights on how to prepare the next generation of family members and manage the family’s wealth and legacy. Family offices have complex and unique needs, and Globe Law and Business is committed to providing family offices and their advisers with the resources they need to thrive. Contributions have been carefully curated from the prestigious archive of The International Family Offices Journal, co-published with STEP, and the Special Report, Family Business and Responsible Wealth Ownership in order to provide you with the core knowledge needed to manage a family’s wealth, relationships and legacy for generations to come.Table of ContentsForeword 3 Family office profiles 5 Family office profile: Rodolfo Paiz, CEO of the PT Family Office (Miami and Guatemala) 7 Interview by Suzy Peterfriend Family office profile: Northwood Family Office 10 Interview with Tom McCullough by Barbara R Hauser An interview with Sue Nickason of Dart Family Office 15 Governance, entrepreneurship, resilience and reinvention on the five-generation journey of a family enterprise 17 Dennis T Jaffe, Maya Prabhu and Carolina Cintra Family office profile: VALUEworks AG, Zurich/Switzerland 26 Interview with Kecia Barkawi, CEO and founder of VALUEworks AG by Barbara R Hauser Family business, family office and next gen 30 Fabrizio Arengi Bentivoglio Single-family offices in the 21st century – remaining fit for purpose 33 Iraj Ispahani and Carl Sjöström Governance 41 Case study – design and set up of a family investment office 42 Guillermo Barandalla Family mission vision and values statements: the essential foundation of an effective family governance system or just another form that cannot function? 45 Christian Stewart The three family constitution archetypes and a wise alternative 53 Christian Stewart Family constitutions, the rule of law and happiness 60 Barbara R Hauser Stress tests – building resilience in the face of a crisis 68 David Werdiger The benefits of applying the rule of law in family governance 74 Barbara R Hauser The great man fallacy and family governance 79 Franklin J Parker NextGen 85 Family office succession planning 86 Susan R Schoenfeld The right time to involve the next generation 94 Antoaneta Proctor Parental expectations: effective guidelines or messy messages? 99 Raimund Kamp Not the founder’s family office: evolving to meet the needs of rising generations 106 Amelia Renkert-Thomas Let’s do it the SMART way: a practical guide for the raising of affluent children 115 Philippe J Weil The importance of financial education for securing wealth transfer across generations 122 Peter Brock I’m successful, but can’t talk to my children about money! Help! 128 Maya Prabhu The hows and whys of enterprising families reinterpreting timeless tales for their NextGen 133 Asher Noor Generational resilience through the integration of governance into structure 140 Carly E Doshi, William J Kambas and Michael S Schwartz Reframing succession in a disruptive era – a business family perspective 148 Roger King and Jeremy Cheng Five things wealthy families can learn from Lee Man Tat 154 Russell Cohen The next generation of strategic cultural philanthropy – impact, social justice and the opportunities for nextgen donors in the arts 156 Melissa Cowley Wolf Effective mentoring for the next generation 165 Jessica McGawley Women: wealth and self-reliance 185 Philip Marcovici and Caroline Underwood Safeguarding the family’s digital narrative: how to navigate the challenges of the social media revolution 209 Charlie Bain About Globe Law and Business 225

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