Joel A Rose

June 09, 2006 | National Law Journal

Law firms' managing partners face the challenge of motivating sometimes contentious, egotistical, highly intelligent and functionally effective professionals -- or so says consultant Joel Rose. But because attorneys are typically very self-motivated, the trick is often to temper motivation rather than stimulating it. Rose offers some ideas on how to do just that, and what to avoid. One bit of advice: Using compensation as a reward can be counterproductive.

By Joel A. Rose

5 minute read

December 16, 2002 | New Jersey Law Journal

Quality performance is no longer the single most important issue in deciding whether to promote associates to partner status. Various factors, including economics, available workloads 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

April 06, 2009 | Texas Lawyer

Is a law firm "unmanageable?" Must attorneys and staff personnel be left to their own devices in the hope and expectation that everything will work out?

By Joel A. Rose

6 minute read

November 16, 2009 | Texas Lawyer

There certainly is no conventional wisdom in today's economy on the depth, length or severity of the current recession. Firms are actively engaged in significant analysis of economics and profitability management, expenses, marketing and personnel. Many firms have announced and implemented cuts in lawyer and staff personnel, and there is reason to believe that our economy may worsen.

By Joel A. Rose

10 minute read

May 06, 2010 | The Legal Intelligencer

Growth of the lawyer complement in any size law firm poses potential problems involving the management of the firm, individual lawyers, facilities and resources.

By Joel A. Rose

8 minute read

October 26, 2007 | New Jersey Law Journal

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.

By Joel A. Rose

8 minute read

June 06, 2005 | Texas Lawyer

Firms are more likely to keep most partners happy most of the time if they use an exhaustive process; communicate openly and honestly about contributions the firm expects from the individual partners; let partners know when their contributions are not at the level expected; involve all partners in the process; and eliminate surprises.

By Joel A. Rose

8 minute read

April 10, 2006 | Law.com

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

June 22, 2011 | New Jersey Law Journal

Methods of determining compensation for managing partners in law firms

By Joel A. Rose

7 minute read

October 05, 2007 | New Jersey Law Journal

Law firm managing partners have a broad scope of responsibility, handling a variety of duties that affect everyone at the firm. 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