Joel A Rose

July 22, 2002 | New Jersey Law Journal

Law partnerships are fragile, volatile enterprises that can easily become unglued, regardless of how careful the partners were at the outset or how financially successful they become.

By Joel A. Rose

8 minute read

August 03, 2011 | The Legal Intelligencer

Managing partners in today's first-generation law firms are increasingly aware of the need for an effective method of motivating their lawyers.

By Joel A. Rose

9 minute read

December 10, 2007 | The Legal Intelligencer

This is the time of year managing partners, financial partners, executive committees and administrators should evaluate the 2007 year-end results and make (or implement) plans to ensure that 2008 will be successful.

By Joel A. Rose

11 minute read

June 13, 2007 | Law.com

The advantages of group practice have contributed to the increase in numbers and sheer size of law firms. Without regard to the actual size of the firm, any level of growth poses inherent problems involving the management of the individual lawyers, facilities and resources. Consultant Joel Rose says once two groups of lawyers join forces, good management practices cannot be achieved unless the privileges, obligations and responsibilities of all the firm's members are established and agreed upon.

By Joel A. Rose

8 minute read

November 29, 2006 | The Legal Intelligencer

Partners and associates alike should understand what criteria will be considered at partnership selection time. Quality performance is no longer the single most important issue in deciding whether to promote associates to partner status.

By Joel A. Rose

8 minute read

October 06, 2011 | The Legal Intelligencer

Over the past decade, significant changes have occurred within the legal profession that have required law firms to do long-range planning. The market for legal services has become, and will continue to be, more competitive. Mergers and acquisitions have reduced the number of "blue chip" clients available to be served by law firms. Overly aggressive and poorly managed corporate clients have experienced financial distress, others have joined with larger and better managed organizations and many have gone out of business.

By Joel A. Rose

8 minute read

August 23, 2002 | The Legal Intelligencer

The decision as to who gets what is probably the most crucial decision made in a firm today. Dissatisfaction with the decision-making process and result may be the single greatest factor in the decision of a lawyer to leave his or her firm. Failure to appreciate the process is responsible for a major part of this dissatisfaction. Further, goals, objectives and perhaps culture, as described in this article, change so that a firm may ultimately become something different than that which a lawyer originally jo

By Joel A. Rose

8 minute read

July 06, 2006 | The Legal Intelligencer

The associate cash compensation package is comprised of four basic components: a base salary (structured to class standing in the larger law firms); a bonus payment structured on one or more of the following: legal merit, contributions to firm profitability, firm economics and the origination of business; a profit-sharing plan based upon the firm's success; and a reasonably comprehensive benefits program.

By Joel A. Rose

8 minute read

April 07, 2011 | New Jersey Law Journal

Tips to help law firms plan for the future to ensure their success

By Joel A. Rose

6 minute read

November 04, 2009 | The Recorder

As firms face shrinking profits and personnel cuts, it may be time to rethink the traditional partnership track.

By Joel A. Rose

10 minute read