Joel A Rose

February 15, 2010 | The Legal Intelligencer

Is it truly possible to "manage" a law firm? Must attorneys and staff personnel be left to their own devices with the hope and expectation that everything will work out?

By Joel A. Rose

6 minute read

April 06, 2006 | The Legal Intelligencer

For many lawyers, the world has never appeared to be as hostile, bewildering or unstable as it does today. These feelings result from the complexities and uncertainties of the changing economic, professional and competitive environment in which most law firms find themselves.

By Joel A. Rose

10 minute read

June 29, 2010 | New Jersey Law Journal

Failure to train younger lawyers as managers in both the business and the practice of law can have disastrous results.

By Joel A. Rose

5 minute read

March 04, 2010 | The Legal Intelligencer

The number-one topic of discussion among most partners these days is the implications of increased competition from within and outside the legal profession, resulting in more firms chasing fewer clients, lower firm revenues, reduced profits and, ultimately, the need for fewer attorneys at the partner and associate levels. This article describes several strategies that should be considered by managing partners and administrators so that firms can improve their profitability.

By Joel A. Rose

9 minute read

May 24, 2004 | The Legal Intelligencer

Midsize law firms are likely to see an upturn in growth and profitability during the balance of 2004 and beyond. However, these firms will find the practice of law to be more competitive, concentrated and demanding, with greater emphasis on delivering high-quality legal services faster and less expensively.

By Joel A. Rose

12 minute read

September 30, 2008 | New Jersey Law Journal

Good partners are not overly competitive, self-motivated or judgmental and are able to be good team players and balance a drive for personal control of the firm with an appreciation of the diversity and goals of other partners.

By Joel A. Rose

7 minute read

September 20, 2011 | The Legal Intelligencer

A firm's culture may be its greatest strength for determining and achieving its immediate and long-term objectives.

By Joel A. Rose

7 minute read

February 10, 2011 | Law.com

Quality performance is no longer the single most important issue in deciding whether to promote associates to partner status, says consultant Joel A. Rose. He describes some of the criteria that law firms may consider when determining which associates will be candidates for partnership.

By Joel A. Rose

8 minute read

February 21, 2008 | National Law Journal

For most law firms, obtaining new work from existing clients is the most productive method for ensuring that clients are satisfied with the service provided by a law firm. But plenty of clients don't complain when they're dissatisfied with the law firm's services. Consultant Joel Rose says information obtained from client surveys may be the most important marketing activity a law firm can undertake. He explains what questions should be included on client surveys as well as what form of survey to use.

By Joel A. Rose

12 minute read

September 17, 2007 | National Law Journal

Managing partners handle a variety of duties that affect everyone at the firm. The managing partner must focus on the direction of the firm, the organizational skills and leadership qualities integral to the partner's success and the partner's role in organizing legal specialty areas. Consultant Joel Rose looks at the role in the administrative organization of the firm, explaining that he or she must be a planner, a policy developer, an organization and systems supervisor and an appraiser of results.

By Joel A. Rose

8 minute read