Joel A Rose

October 23, 2007 | National Law Journal

Progressive law firms are now studying the management and control of the quality and cost-effectiveness of legal services more carefully. The success that a private firm will have in controlling the quality and cost-effectiveness of providing legal services will be in direct proportion to the organization's ability to manage its personnel, facilities and economics says consultant Joel Rose. He describes standards that law firms should set in order to maintain performance.

By Joel A. Rose

11 minute read

December 07, 2006 | The Legal Intelligencer

A firm develops a compensation philosophy that is realistic in light of the partners' personal, professional and economic objectives; the firm's culture and its competitive environment.

By Joel A. Rose

10 minute read

August 23, 2010 | Texas Lawyer

The complexities and uncertainties resulting from the recession that have intensified the competition among firms to attract and retain clients, coupled with more productive and profitable partners, have created special financial problems for firms, especially for those that are undercapitalized, says Joel A. Rose. Even well-managed firms are now likely to need more partner-contributed capital than they did just a few years ago, he adds.

By Joel A. Rose

11 minute read

May 03, 2010 | Daily Business Review

A law firm retreat can serve as a practical management tool to accomplish many purposes.

By Joel A. Rose

9 minute read

February 10, 2011 | Texas Lawyer

Quality performance is no longer the single most important issue in deciding whether to promote associates to partner status. Various factors, including economics, business origination ability and potential, available workloads, whether the practice area can support another partner and who else will be a candidate for admission to partnership in the near future need to be considered.

By Joel A. Rose

8 minute read

October 01, 2009 | The Legal Intelligencer

In many of the more financially and professionally successful law firms, the opportunity of the firm to profit from a transition at the right time has been well established, and client transition has become a function of management and development opportunity rather than age.

By Joel A. Rose

12 minute read

June 21, 2011 | The Legal Intelligencer

More privately and publicly owned businesses are "shopping around" to retain high quality attorneys in smaller and midsized law firms — who are not necessarily the most expensive.

By Joel A. Rose

10 minute read

April 24, 2006 | National Law Journal

Every firm, no matter what size, is usually connected to each of its clients by one person, almost always a partner, whose links are a little stronger than anyone else's. Since there are plenty of competing law firms that can produce the same high-quality work for those clients, successful transitioning of client work from senior to other partners is something a firm should think about -- before the senior partner leaves. In many circumstances, a firm can work ahead to keep valuable clients.

By Joel A. Rose

12 minute read

May 11, 2009 | Texas Lawyer

Partner compensation is invariably the topic of most interest in every firm. It is also a topic that involves the most fervent debate and encompasses the most varied points of view. Not surprisingly, partners will normally advocate a compensation system that favors their particular strong points as attorneys.

By Joel A. Rose

10 minute read

December 01, 2005 | The Legal Intelligencer

In recent years, the legal profession has witnessed an increasing number of split-offs and mergers among law firms everywhere, and the trend does not appear to be diminishing. More often than not, the underlying factors involve the economics of the practice, and chief among the issues being raised by this activity is what lawyers actually know about the firm's record-keeping, systems, quality of work performance and financial stability.

By Joel A. Rose

9 minute read