Joel A Rose

October 18, 2010 | Texas Lawyer

The managing partner — sometimes assisted by other attorneys — and a cadre of non-lawyer administrative professionals direct the business aspects of the firm. These people must understand the management and economic view of the entire firm, often as the operating arms of a management or executive committee or managing partner(s), says Joel A. Rose.

By Joel A. Rose

11 minute read

July 07, 2005 | The Legal Intelligencer

The organizational relationships among and between principals in a firm will determine, to a major extent, the compensation system to be employed for allocating salaries and bonuses. Plainly stated, do the principals want their firm to operate as a confederation of lawyers or a unified firm? This article will describe my observations about selected partner compensation systems and their administration.

By Joel A. Rose

10 minute read

May 14, 2008 | Law.com

To evaluate its policies and procedures for associate recruiting, career development and profitability, a firm must take stock of its program, assess its future needs and set in motion a unified plan that involves all components of the organization, says consultant Joel Rose. The actual planning for the profitable use of an associate begins before the associate is hired. Appropriate recruiting and career development systems should be set in place before the associate steps through the firm's door.

By Joel A. Rose

13 minute read

October 01, 2007 | Texas Lawyer

In an administrative role, the managing partner must be a planner, a policy developer, an organization and systems supervisor, and an appraiser of results.

By Joel A. Rose

8 minute read

March 27, 2008 | Law.com

Lawyers are practicing in a buyer's market. As corporate counsel shop around outside of their usual counsel, lawyers who utilize alternative billing arrangements may find many disenchanted clients of other firms receptive to the idea of changing lawyers. So as law firms find they are no longer able to ignore the competition of the marketplace when establishing billing rates and fees, consultant Joel Rose explains various alternative billing arrangements and how law firms can implement them.

By Joel A. Rose

10 minute read

July 18, 2008 | Law.com

Recessions have forced many law firms to make dramatic and, oftentimes, drastic changes. Managing partners are beginning to believe that the difficult business decisions that have to be made by some firms when planning for a recession will erode the sense of loyalty and close working relationships that once existed between partners and between partners and associates. Consultant Joel Rose describes several strategies that a managing partner should consider when developing a plan to survive a recession.

By Joel A. Rose

10 minute read

August 07, 2007 | National Law Journal

Law firms are increasingly turning to retreats to help solve their management problems, improve personal relationships and increase team spirit. But a retreat will not succeed unless adequate time and effort have gone into the planning process. A major portion of the work involved must be done before the retreat is actually held. Consultant Joel Rose describes what factors law firms should consider when preparing for retreats, such as what the agenda should be and what feedback they should seek.

By Joel A. Rose

10 minute read

January 04, 2010 | Texas Lawyer

Few lawyer managers would claim that setting compensation for partners and associates during this recession is a simple task, says management consultant Joel A. Rose. He encourages attorneys to become involved in their firms' marketing efforts and cause top performers to want to remain with their firms and to provide incentives to other attorneys to perform those fee-producing and nonfee-producing activities to enhance relationships and attract new and profitable business from existing and potential clients.

By Joel A. Rose

11 minute read

February 15, 2008 | New Jersey Law Journal

Here are six areas to consider when trying to improve a firm's finances: 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

August 04, 2005 | The Legal Intelligencer

Roger Davis, a member of the management committee, had a feeling that his 33-attorney law firm was in trouble. Inadequate cash flow was a continuing problem. For the past two years, the firm failed to attain its revenue projections. The firm's principle banking client was acquired by a major bankholding company. As a result, several attorneys who served that client were not fully occupied with billable work.

By Joel A. Rose

10 minute read