Joel A Rose

September 25, 2008 | National Law Journal

When a firm is in a management crisis, the place to begin to search for the source of the problem is at the top of the management hierarchy, says consultant Joel Rose. This may not be a popular notion or an easy task, and the purpose is not to find fault. But an organization does not simply evolve; it must be built in an orderly manner. The values that are important to a firm have to be defined and centrally organized. The responsibility for these goals must be keyed to an organizational factor, says Rose.

By Joel A. Rose

4 minute read

June 19, 2006 | Connecticut Law Tribune

Many lawyers are contentious, not because they are lawyers but because many contentious people tend to become lawyers. Most lawyers have massive egos, not because they are lawyers but because people with massive egos tend to become lawyers.

By JOEL A. ROSE

3 minute read

November 23, 2009 | The Legal Intelligencer

Some law firms may be financially successful in spite of their management. However, during my lengthy career as a management consultant to law firms, it has been my experience that partners in the great majority of financially and professionally successful firms attribute a significant amount of this success to the manner in which their lawyer management manages the financial, administrative and substantive operations, thinks strategically and provides leadership to their firm.

By Joel A. Rose

1 minute read

May 08, 2006 | Connecticut Law Tribune

In many of the more successful law firms, the opportunity of the firm to profit from a transition at the right time has been well established, and client transition has become a function of management and development opportunity rather than age.

By JOEL A. ROSE

4 minute read

November 16, 2012 | New Jersey Law Journal

The partner who receives the call from a new client and who will perform or supervise the performance of the work on that file may be the most appropriate person to serve as the billing partner. However, the decision may not be as clear-cut when a firm has a team-oriented approach to business development and client service efforts.

By Joel A. Rose

5 minute read

March 01, 2002 | Texas Lawyer

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, al-though not the easiest solution, could be the least objectionable. Your firm may be faced with the dilemma of dealing with underutilized partners for a couple of reasons. Perhaps the firm recently lost a large client, and now there`s not enou

By JOEL A. ROSE

5 minute read

March 19, 2007 | The Legal Intelligencer

More firms than ever before believe their future organizational and economic security is linked to growth. In fact, surveys indicate that, on average, law firm size is the most consistent factor that influences firm income. Mergers and acquisitions of pra

By Joel A. Rose

3 minute read

June 12, 2006 | Texas Lawyer

The challenge for managing partners becomes how to motivate contentious, egotistical, highly intelligent and functionally effective professionals.

By Joel A. Rose

5 minute read

February 08, 2008 | Law.com

No partner likes to receive a complaint from a client. However, what is far worse is when a partner does not receive a complaint when a client feels aggrieved because of a firm's actions or inactions and does not complain.

By Joel A. Rose

12 minute read

November 01, 2007 | Law.com

The managing partner of a 47-attorney, growth-oriented Philadelphia firm recently wrote to me and asking whether it makes economic sense for his firm to acquire as a lateral hire a senior attorney with a foreclosure practice.

By Joel A. Rose

6 minute read