Joel A Rose

November 14, 2019 | Law.com

Determining Who Should Serve As the Billing Partner

Due to a law firm's team-oriented approach to business development and client service efforts, it is not always clear who should logically and most efficiently serve as the billing partner for a client or a particular client matter. A person should only be a billing partner if he or she is or will be performing the functions outline herein.

By Joel A. Rose

8 minute read

October 02, 2017 | The American Lawyer

Role and Responsibilities of Practice Group Leaders

Ideally, the objective of defining the role and responsibilities of Practice Group Leaders should be to establish just enough structure and accountability within their respective practice group to maximize the economic potential of the firm, while institutionalizing the principles of leadership and teamwork.

By JOEL A. ROSE

14 minute read

July 17, 2017 | New Jersey Law Journal

Changing Management Strategies Mid-year to Improve Firm's Financial Results

Recommended processes for managing partners who want to re-think their tactics in response to developments during the first half of the year.

By Joel A. Rose

15 minute read

February 27, 2017 | New Jersey Law Journal

Structuring and Managing Practice Groups

Today's clientele places more emphasis on the "full service" concept. Multi-disciplinary practices are a good example of how to serve clients who want all or most of their outside services handled by the same organization.

By Joel A. Rose

12 minute read

July 15, 2016 | New Jersey Law Journal

Admitting New Partners as Demand for Legal Services Lags

In these uncertian times, more firms are examining the wisdom of creating new partners and are deciding how to address problems with under-productive partners.

By Joel A. Rose

16 minute read

May 09, 2016 | New York Law Journal

Relationship Between Leadership and Management in Law Firms

Joel A. Rose, a consultant at Joel A. Rose & Associates, Management Consultants to Law Offices, writes: Law firm management that does not acknowledge or reflect the importance of firm leadership and the contributions and needs of its members endangers a firm's cohesiveness and its very existence, no matter how many clients come through the front door.

By Joel A. Rose

15 minute read