by Jeff Thredgold, CSP

The “dismal science” of economics typically focuses on “bad” news. We clearly face significant challenges…no argument here. However, there are also many favorable developments taking place within the U.S. economy. This article focuses ONLY on the “good” news…

• The middle and lower-middle class had stronger income gains in 2007 than did the top one-fifth of households.
• For every dollar of U.S. economic output generated today, we burn less than half as much oil as 30 years ago.
• The number of illegal immigrants in the U.S. declined by an estimated 1.3 million (to 11.2 million) between August 2007 and May 2008. Stronger enforcement and fewer job opportunities contributed to the decline. Read the rest of this article »

by Anna Farber Conrad with contributions from Elizabeth A. Weishaupl

As lawyers approach partnership status at a firm, they frequently are given greater levels of responsibility in firm management, including serving as a department or group supervisor. Despite the important role supervisors and managers play in the workings of law firms, firms often fail to train new supervisors or give them guidance regarding management methods or techniques. Management of firm resources, including employees, is vital in controlling the bottom-line costs of any business. Training in this aspect of law firm management is critical in maintaining a business’s solvency.

Developing a few key skills can help the supervising attorney optimize associate productivity, assimilate the new associate quickly into the firm, and create associates who may stay with the firm for many years. This article provides tips and techniques for three essential management skills needed for attorneys who supervise others: (1) giving feedback; (2) coaching; and (3) delegating.

Effective Feedback

Communicating well and providing constructive counsel are essential skills for legal professionals. However, we frequently fall short in using these skills to manage our own employees. Most associate attorneys likely are unfamiliar with the logistics of practicing law and may be unfamiliar with the law firm culture into which they were hired. Coherent, effective feedback by management is critical for productive development of the associate. Here are a few tips to follow when giving feedback to a new associate. Read the rest of this article »