Joel A Rose

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

January 10, 2012 | New Jersey Law Journal

Personal goal-setting has become a popular and effective management tool that has been implemented by partners and associates in many successful law firms.

By Joel A. Rose

8 minute read

March 01, 2012 | The Legal Intelligencer

Many more law firms — of all sizes and types — believe that their future organizational and financial security is linked to growth and diversification.

By Joel A. Rose

8 minute read

November 02, 2011 | New Jersey Law Journal

Higher compensation as the primary reward for an individual's performance will reinforce the 'me' rather than the 'we' attitude.

By Joel A. Rose

7 minute read

December 19, 2005 | The Legal Intelligencer

Partners and associates alike should understand what criteria will be considered at partnership selection time."

By Joel A. Rose

7 minute read

June 12, 2012 | The Legal Intelligencer

Law firms are not static organizations. They evolve with changes in leadership, personnel, market position and market demand.

By Joel A. Rose

7 minute read

June 04, 2009 | The Legal Intelligencer

Failure to train younger lawyers as managers in both the business and the practice of law can have disastrous results.

By Joel A. Rose

5 minute read

July 18, 2005 | The Legal Intelligencer

A partner of a mid-sized Norristown-based law firm, recently elected to chair his firm's newly constituted management committee, called me to talk about how he may learn about his newly acquired job of managing his firm. "It is humbling and a privilege to

By Joel A. Rose Special to the Legal

9 minute read

September 11, 2012 | The Legal Intelligencer

During recent consulting assignments, managing partners of several law firms of all sizes have expressed their frustration with the fact that every year the total cash compensation paid to non-equity partners — those longer-tenured attorneys on track to become equity partners and those attorneys the firm is desirous of retaining but who do not satisfy all of the objective and subjective criteria to become equity partners at the present time — continues to increase, yet the latter's productivity and contributions to revenue remain about the same.

By Joel A. Rose Special to the Law Weekly

7 minute read