One of the questions I am asked most often is about how to manage relationships when we’re all so busy – and we are ALL so busy these days!

LinkedIn is a great tool for professionals (even lawyers!) to employ to efficiently and effectively develop relationships without a huge time investment. Yes, like with any social media, you have to be somewhat diligent about not getting sucked in to it and losing time, but with some time management safeguards in place, it’s possible to maximize your use of it without wasting your efforts.
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Barry Camson is an organization development consultant and trainer who works with organizations to help them be more collaborative and effective. He is a former practicing attorney in Boston. He can be reached at bcamson@aol.com.

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In our first two posts, we discussed some of the pitfalls that befall law firms today, as well as how the ILN network of law firms is managing its members to avoid these same pitfalls. Today, we will look at the ILN’s “secret sauce” and identify how this can be translated to firms, themselves.

Theory of Change

Underlying all of this is the “Theory of Change” of the ILN vis a vis that of the law firms that Maister spoke about. The ILN makes the assumption that trust and relationships will make the network and its members successful in meeting the needs of its members’ clients. The ILN bases its actions on these assumptions. The law firms of 2006 that Maister spoke about believed that skepticism and detachment would make lawyers successful in the courtroom, boardroom and in performing the business of the law firm.


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