Articles: Organizational Effectiveness Archives

11/2003 Survey: Flexibility Not Just For Child Care

According to a recent New York Times survey of full-time metropolitan area employees age 50 or older, the most desirable perk is flexible work hours followed by part-time work. That's what they said would be most attractive to entice them to continue working as they reach senior status and enter retirement age.

06/2003 Changing Attitudes On Firm Flexibility

Despite the desire by many attorneys at some time in their careers to have more flexibility in their working arrangements, particularly now that technology makes it so much easier, decision makers and even the candidates for flexibility themselves resist such arrangements. The deterrents to faster progress are perceived fears and uncalculated costs and benefits.

06/2003 Behavioral Styles And Dealing With Differing Views

Any organization composed of more than one person runs into the need for consensus building from time to time. At least once in a while, everyone you need to deal with doesn't see eye to eye. As law firm marketers and leaders, we need to build consensus and resolve conflicts frequently or our great ideas go nowhere. This takes sensitivity, skill and creativity - especially in the context of a partnership culture.

04/2003 CLASH OF STYLES: Tensions Between Go-getters and Conservatives and Between Younger Professionals and Senior Partners with Established Bases

“The thing about going out and getting new business,“ says a partner in a large New York based firm, “is that when you bring it in, it's one of the greatest feelings you can have!” If everyone was so motivated, if every lawyer or professional felt that way, there would be no lacking for business and a smile on the face of every firm marketing manager.

12/2002 Coaching The Coach To Boost Business Development Results

From its origins in sports, coaching is now all the rage in the business world. Executive coaches are springing up all over. There is a Coach U on the Internet for training coaches. Up and coming executives commonly seek out coaches for themselves, if coaches are not provided by their companies, to assure development of the skills they will need to lead and manage.

07/2002 Managing Work Expectations: Tools, Models and Dialogue

Despite good intentions, balanced hours and flexible work arrangements programs in most firms are still ad hoc affairs, more policy and theory than concrete, measurement-driven, tangible processes.

10/2001 Aligning Firm Culture With The Needs Of The Times

In the wake of a war like no other the U.S. has experienced, and an economic downturn which has left those spared from layoffs either working daunting hours under stress or not busy enough to feel secure, firms need to foster community feeling and sense of purpose as well as facilitate positive communication.

10/2001 The Flexible Firm: A Win-Win In Uncertain Times

More and more individuals within firms are calling for more flexibility, and many firms are trying to comply, whether they recognize the economic and cultural advantage to the firm or simply see it as a defensive move to placate associates and retain good lawyers. Some of the ways in which flexibility is being implemented are:

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