Joel A Rose

August 16, 2011 | The Legal Intelligencer

Anticipating the impact of a key partner's departure should begin when the client first comes to the firm.

By Joel A. Rose

12 minute read

April 12, 2007 | National Law Journal

Financial stability within a law firm doesn't guarantee harmony within the partnership itself. Consultant Joel Rose says management that does not acknowledge or reflect the contributions and needs of its members endangers the firm's cohesiveness and even its very existence, no matter how many clients come through the front door. The dilemma is in finding a way to corral highly intelligent, egocentric, frequently contentious and functionally independent lawyers so that they are motivated to achieve.

By Joel A. Rose

11 minute read

September 04, 2006 | Texas Lawyer

The strategic planning process allows firms to re-focus on teamwork and investment in the long-run, even though this investment may reduce short-run profits.

By Joel A. Rose

6 minute read

October 29, 2007 | Texas Lawyer

Any compensation plan is only as good as its implementation. A good plan can be badly handled, and a bad plan can be handled reasonably well by fair-minded attorneys.

By Joel A. Rose

10 minute read

May 01, 2006 | Texas Lawyer

Since there are plenty of competing firms that can and do produce high-quality work in a timely manner, at fees that are fair to the client and the firm, successful transitioning of client work from senior to other partners involves numerous components that have to be planned and implemented in an effective and timely manner.

By Joel A. Rose

12 minute read

February 08, 2010 | Texas Lawyer

Legal work of a superior quality is the primary objective of attorneys in most firms. If good economics are to be achieved, legal effectiveness must come first. A firm may find that it is developing a serious problem in maintaining high standards of quality among its partners and associates. It is not surprising that more lawyers are becoming increasingly concerned about how a growing organization should provide for quality control over the legal effort.

By Joel A. Rose

7 minute read

July 05, 2011 | The Legal Intelligencer

During a period of prosperity, many law firms are financially successful despite the managerial abilities of the partners. However, during a recession, the fact that partners may be high-quality lawyers is not enough

By By Joel A. Rose

7 minute read

March 06, 2008 | The Legal Intelligencer

Significant changes have occurred within the legal profession during the last decade. Law firms are experiencing the same wrenching changes that their corporate and business clients have endured. Today, lawyers practice in a buyer's market. Lawyers and most of the services they offer are plentiful. Buyers of legal services have a wide range of choices.

By Joel A. Rose

10 minute read

December 11, 2007 | National Law Journal

Managing partners, financial partners, members of executive committees and administrators must devote more of their time today to planning and managing their firms' finances. Consultant Joel Rose describes several aspects of law firm management and economics recommended to assist improving a firm's cash flow: a business plan; budgets for revenues, expenses and client advances; partner compensation; a recommended new business and billing committee; and partners' capital and borrowing.

By Joel A. Rose

11 minute read

June 02, 2011 | The Legal Intelligencer

Succession planning of lawyer managers is frequently not given adequate attention until senior partners or other influential members of the firm announce their plans to retire, reduce their active involvement in the firm or leave.

By Joel A. Rose

6 minute read