Talent management expert Daljit Singh takes aim at toxic workplace cultures. Three key takeaways are: • make compassion, respect, responsibility, fairness and honesty pillars of your culture • having few complaints about value breaches does not prove that a culture is healthy • ensure that behavioural expectations within a firm are crystal clear.
Australasian Law Management Journal
The quarterly Australian Law Management Journal; The ALM Journal covers more than just the law and appeals to both lawyers and non-lawyers. Readers look to it for breaking news and developments.
Cyber resilience consultant Simone Herbert-Lowe explains how to prevent and respond to cyber threats. Three key takeaways are: • consider using audit teams to check cybersecurity compliance after major projects • develop more comprehensive plans to protect sensitive client information • discuss in advance your firm’s stance on paying ransoms if cyber extortion occurs.
Pricing expert Colin Jasper explains how to achieve pricing certainty and win more work. Three key takeaways are: • resist over-scoping a project as it can make your price seem higher • limit a list of assumptions to no more than three key assumptions • provide potential clients with pricing options, not one take-it-or-leave it offer.
Wotton + Kearney chief executive partner David Kearney shares his insights on cyber risks and flexible workplaces.
To ensure that employees of law firms are prepared mentally and practically for an era in which artificial intelligence will come to the fore, law firm leaders need to foster a culture and activities that help them learn and adapt, writes Daljit Singh.
In the post-pandemic world, law firms that can’t maintain or build trust with employees and clients can expect an exodus that will shake the foundations of their businesses, writes Trish Carroll.
Business email compromise is an insidious and increasingly common means of fraud that poses a threat to any businesses, especially law firms, that act as trustees in large transactions, writes Simone Herbert-Lowe.
Dogmatic rather than pragmatic leadership will prevent law firms from adjusting to the changing circumstances in the legal market, but incorporating more reflective time into day-to-day operations can make a difference, writes Keegan Luiters.
Q&A with Catherine Henry: "The senior leadership team agrees that we are not a law firm that employs people. We are a people firm that employs lawyers."
In our Q&A, Catherine Henry, founder of Catherine Henry Lawyers, explains the satisfaction she gets from assisting clients in the health and aged care space, why it is so crucial to provide outstanding legal services to regional areas, and how bringing in a CEO and advisory board has transformed her firm.
Following professional conduct rules may seem straight forward, but it’s easy for solicitors to miss the red flags which can jeopardise their career, writes Annette Beashel.