Joel A Rose

August 07, 2007 | Law.com

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

July 28, 2008 | Texas Lawyer

As difficult as a recession may be for most firms, the attention to the management process necessitated by the recession forces the better managed firms to recognize opportunities, implement action plans and assume risks that will provide their lawyers with the framework for building stronger and more successful firms, says Joel A. Rose, a certified management consultant in Cherry Hill, N.J..

By Joel A. Rose

11 minute read

November 08, 2007 | Law.com

The managing partner of a 47-attorney, growth-oriented Philadelphia firm recently wrote to consultant Joel Rose, asking whether it made economic sense for his firm to acquire as a lateral hire a senior attorney with a foreclosure practice. While several partners endorsed the hire, believing that any additional fees are a good thing, the managing partner expressed uncertainty about the feasibility of the acquisition for financial and cultural reasons. Rose analyzed the math and came up with a response.

By Joel A. Rose

6 minute read

July 03, 2002 | The Legal Intelligencer

Every client, no matter how large or small, usually has one point person who has the greatest role in selecting and retaining the law firm. And every firm, no matter how large or small, 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.

By Joel A. Rose

5 minute read

December 25, 2006 | Texas Lawyer

Compensation systems in the more professionally and financially successful firms don't just share the profits. Rather, they are used as a system for management.

By Joel A. Rose

10 minute read

June 30, 2009 | New Jersey Law Journal

The managing partner should be like a symphony conductor or athletic coach - encouraging and enabling the orchestra or team to work together at the highest degree of cooperation and interdependence for the good of the whole.

By Joel A. Rose

6 minute read

May 11, 2006 | Law.com

Attorneys can no longer wait for the conveyor belt to bring them new client work, says consultant Joel Rose. For most law firms, obtaining new work from existing clients is the most productive type of marketing. Therefore, more firms are developing and using client surveys to obtain feedback about their clients' satisfaction or dissatisfaction with the attorneys and staff who served them. In this column, Rose offers tips on planning, executing and utilizing the best survey for your firm.

By Joel A. Rose

9 minute read

August 06, 2010 | The Legal Intelligencer

An old proverb states: "Trees begin to die at the top." When a firm finds itself in the midst of a management crisis, the place to begin to search for the source of the problem is at the top of the management hierarchy.

By Joel A. Rose

7 minute read

April 10, 2006 | National Law Journal

When managing partners and members of law firm management committees start talking about increasing firm income, one of the first things they think of is reducing overhead. But some of the most profitable law firms have found that cost cutting isn't the only way to improve cash position. By identifying factors that impact the generation of gross receipts, a firm can change practices and increase income. See if our list of 10 profit-reducing habits sounds all too familiar.

By Joel A. Rose

9 minute read

February 27, 2006 | New Jersey Law Journal

Increased competition among law offices to attract and retain top partners and associates has placed greater pressure on managing partners and members of executive committees to face the issues involving the underutilized partner.

By Joel A. Rose

7 minute read