Joel A Rose

August 16, 2011 | New Jersey Law Journal

Any partnership, no matter the size, needs leadership.

By Joel A. Rose

7 minute read

August 27, 2007 | The Legal Intelligencer

Last week, I discussed four ways that managing partners may enhance their firm's cash flow: understanding cash management, developing a business plan, budgeting for revenue and expense and controlling client advances.

By Joel A. Rose

7 minute read

December 30, 2009 | New Jersey Law Journal

One vehicle for accomplishing providing information to the partners of a firm is an item that we often recommend in the course of our work with law firms, namely, the preparation of an annual report that might be considered as "The State of the Firm" and which should be prepared under the supervision of the managing partner.

By Joel A. Rose

6 minute read

October 05, 2009 | Texas Lawyer

After many years of analyzing the personal and professional styles of lawyer managers who are perceived as leaders of successful firms, three inescapable conclusions have become apparent:

By Joel A. Rose

9 minute read

September 06, 2007 | The Legal Intelligencer

Law firm managing partners have a broad scope of responsibility, handling a variety of duties that affect everyone at the firm. The managing partner must focus on the overall 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. This article looks at the managing partner's role in the administrative organization of the firm.

By Joel A. Rose

8 minute read

June 09, 2006 | Law.com

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

February 11, 2002 | New Jersey Law Journal

In the current recession, partners whose practices depend on transactional areas of the law have experienced a significant decline in business. Some firms may have the resources and client work to carry them. Others may not. "Re-engineering" underutilized partners, although not the easiest solution, could be the least objectionable.

By Joel A. Rose

5 minute read

September 17, 2007 | The Legal Intelligencer

Partners frequently become aware of the existence of a "problem partner" after certain changes have occurred that negatively affect the firm's economics, organizational effectiveness and ability to serve clients in a timely, cost-effective and profitable

By Joel A. Rose

9 minute read

March 02, 2006 | The Legal Intelligencer

Today, partners in the more enlightened law firms of all sizes and specialties have come to the realization that it is one thing to attract high-quality associates, but it is an even more difficult challenge to retain them.

By Joel A. Rose

8 minute read

December 28, 2010 | New Jersey Law Journal

Managing partners in many midsized firms agree that several internal trends, over which lawyer management may exercise total or some control, will continue for the next several years.

By Joel A. Rose

7 minute read