Joel A. Rose & Associates, Inc. is a firm of management consultants
which specializes in law firm management and legal economics.

P.O. Box 162
Cherry Hill, New Jersey 08003
Telephone: (856) 427-0050 or (800) 381-1645
Fax: (856) 429-0073

You are welcome to access and download Joel A. Rose’s articles on the following subjects:

New articles are added regularly, so please continue to access our website.

Managing Partners and members of Executive Committees in law firms of all sizes and specialties across the United States and Canada have retained Joel A. Rose to recommend on methods and procedures to:


What We Can Do For Private Law Firms

Improve Law Firm Organization and Long Range Planning

  • Firm governance, administrative and financial management
  • Management of practice areas
  • Strategic planning and marketing of legal service studies
  • Retreats and other meetings
  • Total quality management
  • Mergers, other offices, and problems of growth
  • Computer models for projected growth (contraction)

Recommend on Lawyer Compensation Plans

  • Assessing current plans in light of the firm's objectives
  • The most appropriate compensation criteria and weighting
  • Methods for administering subjective, objective and combination systems
  • Implementing and administering partner and associate evaluation plans

Enhance the Economics of the Firm and its Practice Areas

  • Lawyers' earning plans and income expectations
  • Capital requirements and evaluation of proprietary interests
  • Evaluation of economic results by lawyer, firm, fields of law, office and clients
  • Fees and billing policies
  • Alternative billing arrangements
  • Comparative analyses of income and disbursements; planning for profit, containment of overhead and projected growth (contraction)
  • Methods for addressing cash flow problems

Provide Expert Testimony

  • By training, skill and extensive experience, Joel possesses unique expertise and specialized knowledge about issues affecting law firm management and economics, including
  • Lawyer Compensation
  • Firm Economics
  • Management and Economic Provisions of Partnership Agreements
  • Role, Obligations and Responsibilities of Lawyer Managers and Partners

Plan and Facilitate Retreats and Other Meetings

  • Identify priorities of the firm and individual/groups of partners and other discussion issues designed to improve communications
  • Prepare agendas and retreat workbooks about strategic and financial planning, governance, lawyer compensation, practice management and marketing, retirement planning, etc.
  • Facilitate discussions to achieve consensus
  • Identify current and anticipated trends and describe how successful firms deal with them
  • Recommend alternative management and economic practices tailored to your firm's immediate and long-term needs
  • Prepare Follow-up Reports
  • Assist in the Implementation of Agreed Upon Policies and Procedures

Recommend Feasibility of Mergers/Acquisitions of Law Firms/Lateral Hires

  • How law firms may become more desirable merger candidates
  • Feasibility studies about potential mergers/acquisitions
  • Identifying and evaluating target firms
  • Merger strategies and negotiating techniques
  • Integrating the merged firms

Recruit Managerial Personnel

  • Managing Attorneys
  • Executive Directors
  • Directors of Administration
  • Office Administrators

Streamline Financial and Administrative Systems

  • Controls for client matters and attorney workloads
  • Time and money records and cost controls
  • Bookkeeping, accounting and alternative billiing
  • Utilization of financial and management information
  • Filing, indexing and retrieval of information and docket controls
  • Records retention and retrieval of prior work product
  • Library

Recommend Career Development Programs - Professional and Administrative Staffs

  • Salaries and other compensation
  • Methods of evaluation and training
  • Recruiting practices
  • Progression to partner/shareholder/principal

Practice Development

  • Marketing plans
  • Role of the marketing committee/"Marketing Czar"
  • Conduct client surveys
  • Client and workload analysis
  • Cross-selling of services to existing and potential clients
  • Enhancing synergism among and between practice areas, teams and departments

Educational Programs

  • Custom Designed In-house Educational Programs that address the specific requirements of law firms
  • Motivating Attorneys to Improve Their Billings and Collection
  • Compensation Systems that Reward Attorneys and Motivate them to Achieve Firm Objectives
  • Partner Withdrawal, Retirement, Disability and Death
  • Planning and Implementing Strategic and Business Development Plans
  • Law Firm Leadership and How to Get It 
  • Changing Firm Culture
  • Improving the Firm's Revenue Stream and Managing Cash Flow
  • Succession Planning for Administrative and Substantive Management, and Clients
  • Growth Strategies: Merger, Acquisition, Incrementally or Combination

About Joel A. Rose

Joel A. Rose

Joel A. Rose is a Certified Management Consultant and President of Joel A. Rose & Associates, Inc., management consultants to the legal profession. The firm, national in scope, is headquartered in Cherry Hill, New Jersey.

Mr. Rose received a B.S. from New York University and an M.B.A. from the Wharton Graduate School of Business, University of Pennsylvania. He has extensive experience consulting with private law firms and government agencies. Mr. Rose performs and directs consulting assignments in law firm management and organization, strategic and financial planning, lawyer compensation, the feasibility of mergers and acquisitions and marketing of legal services. He has extensive experience planning and conducting retreats and special expertise resolving problems among and between lawyers.

Mr. Rose's articles on law office management and economics appear in the Philadelphia Legal Intelligencer, the Pennsylvania Law Weekly, the New Jersey Law Journal, The New York Law Journal, publications of the Association of Legal Administrators and other state and local bar association journals.

Mr. Rose is a contributing author of the book, Model Partnership Agreements for New York Law Firms, published by the New York State Bar Association, and author of chapters in the monographs, "The Quality Pursuit, Assuring Standards in the Practice of Law", and "The Professional Managers in the Law Office", both published by the American Bar Association. He wrote the chapter, "Identifying and Defining Criteria for Determining Partner Compensation", in the publication, COMPENSATION DESIGN FOR LAW FIRMS, the chapter, "Components of a Well Conceived Partner Compensation System", in the COMPENSATION (Re)-DESIGN FOR LAW FIRMS and "The Role and Responsibilities of Practice Group Leaders" in the soon to be published book on Practice Management, all published by The ARK Publishing Company.

Mr. Rose is on the Board of Editors of Accounting and Financial Planning for Law Firms and Law Firm Partnership and Benefits Report. Mr. Rose is a member of the Law Practice Committee of the American Bar Association.

Mr. Rose speaks at national, state and city bar association meetings and at chapter meetings of the Association of Legal Administrators. He frequently presents tele-seminars and webinars for the American Bar Association, The New York State Bar Association, The New Jersey Institute of Continuing Legal Education, The Pennsylvania Bar Institute, The American Law Institute, Clear Law Institute, The Center For Competitive Management and national, international Law Firm Networks. He recently planned and moderated the four- part Managing Partner's Conference sponsored by the New York State Bar Association.

He is a member of the Law Practice Management Committee of the New York State Bar Association, a member of the American Bar Association and a Fellow in the College of Law Practice Management. Mr. Rose is listed in Who's Who in America.

A Closer Look

     Busy lawyers frequently put off the chore of finding solutions to difficult management and economic problems because of the pressure of clients' affairs or their lack of knowledge about the subject. Thus, inadequate or inappropriate organization and systems, and poor administrative procedures continue to exist for long periods of time at the expense of lawyers' income and welfare.

     As specialists in law firm management and economics, our consultants can identify the most appropriate and cost-effective solutions to management and economic problems confronting your law firm that are consistent with the culture and values which have guided its operations. Our extensive experience in this field enables us to effect improvement rapidly and with the least demand on the valuable time of your partners.

Investigate Without Obligation

     If your firm has organizational or economic problems which we can help to solve, or if you could benefit from an objective appraisal of your firm's operations, please contact Joel A. Rose, without obligation, to determine how we may be of service. Recent client references about our work will be provided, as desired.

Call on us for speaking for Law Firms and Bar Associations

We hope that you will call upon Joel A. Rose, if you are looking for an effective speaker for your firm’s retreat, a partners’ meeting or bar association event, or desire assistance with the planning process.  Below is a list of Joel’s recent and future speaking engagements:

2017 Speaking Engagements:

  • January 4, 2017: Clear Law Institute, Webinar, "Origination Credit and Partner Compensation: Giving Credit Where Credit is Due"
  • February 15, 2017: New York State Bar Association, Managing Partners' Conference, Joel served as the Panel Moderator, Live presentation and Tele-seminar, "Law Firm Business Development; Determining the Goals to be Achieved; Developing and Managing the Business Development Plan; Pitfalls to be Avoided; Compensation Incentives; Techniques for Evaluating Efforts and Results; and Strategies for Motivating Senior Partners to Transition Their Work, Clients and Networking Contacts to Other Members of the Firm"
  • April 18, 2017: Clear Law Institute, Webinar, "Origination Credit and Partner Compensation: Giving Credit Where Credit is Due"
  • April 19, 2017: New York State Bar Association, Managing Partners' Conference, Joel served as the Panel Moderator, Live presentation and Tele-seminar, "How Mid-Sized Firms and Specialty Boutiques Can Survive, even Thrive" and "Law Firm Leadership Succession"
  • April 27, 2017: Center for Competitive Management, Joel served as the Panel Moderator, Webinar, "Law Firm Collections: 101: Get Paid Faster; Avoid Legal Action (when possible) and Comply with Ethics Rules"
  • June 9, 2017: Center 4 Competitive Management, Joel will serve as the Panel Moderator, Webinar, "Associate Compensation"
  • June 20, 2017: New York State Bar Association, Joel will moderate the Managing Partners' Conference, Live and Tele-seminar, "Planning the Orderly Succession of firm Governance and the Transition of Clients From Senior Partners to Other Members of the Firm."
  • June 15, 2017: New Jersey Institute for Continuing Legal Education, Joel will serve as the Panel Moderator, Webinar, "To Merge or not to Merge"
  • July 13, 2017: Center for Competitive Management, Joel served as the Panel Moderator, Webinar, "Partner Compensation: Proven Pay Incentives to motivate Partners to Achieve Firm Objectives"
  • July 27, 2017: Clear Law Institute, Webinar, "The Orderly Succession of Firm Governance and The Transition of Clients from Senior Partners to other Members of the Firm"
  • August 24, 2017: Clear Law Institute, Webinar, "Origination Credit and Partner Compensation: Giving Credit Where Credit is Due"

Re-prints of Articles Available at No Charge

     As a courtesy to our clients and friends, Joel A. Rose & Associates, Inc. provides information about current issues affecting the management and economics of law firms.

     You may obtain, without charge or obligation, copies of current articles on the following subjects:

  • Retreats
  • Alternative Billing Arrangements
  • Problem Partners
  • Strategic Planning
  • Mergers
  • Cash Flow
  • Partner Compensation

Articles on Other Topics

A Plan for Your Firm to Grow On
When Intelligent Design Is Better Than Evolution
Admitting New Partners and Classes of Partners as the Demand for Legal Services Continues to Lag
Developing and Implementing Strategic Plans that will Differentiate your Firm from the Competition During 2015
Planning, Both Long and Short-Term, Can Help Make Sense of Your Firm's Direction
Quality Time With the Partners
The Law Firm Retreat: Not Just Rest and Relaxation
Dealing With Problems of Law Firm Growth
How to Write and Implement a Law Firm Business Plan and Gain Partner "Buy-in"
Four Factors that Bring Out the Energies and Talents of Attorneys
Retreats Enable Law Firms to Advance During a Recession
Different Horses for Different Courses
Retreating in Order to Advance
Fifteen Tips for Enhancing Harmony and Synergy Among Attorneys
Reconciling Different Outlooks
Strategic Planning: A Necessity in Today's Environment
Planning the Successful Retreat
Strategies to be Developed by Mid-sized Law Firms to Deal With the Growing Competition of Multi-Skilled Resources of Larger Firms
Retreats Let Firms Face Themselves
Strategies for Planning a Retreat
Planning a Retreat to Tackle a Problem
Writing a Statement that Conveys the Firm's Mission
A Four-Step Formula for Strategic Planning

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15 Proven Hints for Enhancing Communications Between a New Managing Partner and Other Partners
The Annual State of the Firm Report
Techniques for Maintaining a Collegial and Cooperative Firm Atmosphere and Concurrently Making Partners Accountable for Their Actions
Unsound Management Lowers Firm's Income
Relationship Between Leadership and Management in More Successful Law Firms
18 Tips to Improve Communications Between the Managing Partner and Attorneys
Does Your Firm Need a Consensus Builder or an Autocrat?
The Managing Partner's Role in Establishing a Firm's Culture
Planning the Orderly Transition of Firm Governance
Leadership Needed -- In Good Times and Bad
Management Skills Needed by the Managing Partner
Trends That Will Soon Confront Managers in Midsize Firms
Training the Next Generation of Law Firm Managers
How a Firm Can Deal With a Management Crisis
Attributes of Successful Managing Partners
Avoid the Pitfalls in Implementing Effective Practice Management
Strategies for Grooming Young Lawyers For Law Firm Management
Strong Hands-on Leadership is Needed During Troubled Times
Motivate Your Employees!! A Paradox of Productivity at Law Firms
How Law Firms are Dealing with Under-Used Partners
Is Your Firm's Culture an Asset or a Liability?
Formulating a Management Plan for Your Firm's Success
Partnering Requires Careful Balancing
Planning the Orderly Succession of Firm Management
The Managing Partner's Duties on the Practice's Administrative Side
Planning, Both Long and Short-Term, Can Help Make Sense of Your Firm's Direction
Tips for Creating a Partner's Customized Model and Plan
Defining the Role and Development of a New Managing Partner
What Owners Must Do To Create and Maintain a Cohesive Law Firm Partnership
Warning Signs of Partners’ Real or Perceived Problems with a Firm’s Culture and/or Management Practices and What To Do About It
A Managing Partner's Checklist
Orderly Succession of Firm Management
Dealing With the "Leadership Vacuum" in Law Firm Management
Training For Lawyer Management
Choosing a Method of Governance
Culture Oftentimes Determines A Firm's Success
The Will to Manage: Formulating a Plan to Succeed
Symptoms of Poor Management
A Guide to Creating Meaningful Client Teams
Role and Responsibilities of Practice Leaders
Practice Management Takes Hold in Mid-Size Firms

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Transitioning Clients and Considerations in Setting Compensation for Partners Approaching Retirement
Sharing Origination, Cross-Selling and Client and Matter Credit
Compensation Strategies Designed to Attract and Retain Top Performers
Paying Partners: What System Works
Identifying and Defining Criteria for Determining Partner Compensation
Getting Credit for Originating a Matter
A Firm's Culture Affects Partners' Compensation
12 Tips to Enhance Your Firm's Partner Compensation System
COMPENSATION 101: A Primer on Choosing a Compensation System
A Newer Approach for Compensating Non-Equity Partners
Evaluation and Compensation of Partners
Compensating Managing Partners
Tips for Motivating Partners to Attract Business, Delegate Work and Manage the Firm
Ensuring Your Lawyer Pay Plans Work During This Recession
Realistic Expectations of a Well-Conceived Partner Compensation System
Firms Rethink Partners' Pay as Leverage Declines
How Does Escalating Compensation Fit in With Today's Firm Economics?
The Distribution of Law Firm Profits
Creative Strategies to Cope with Higher Associate Compensation
Components of Compensation Systems in Successful Firms
Newer Trends in Determining the Most Appropriate Partner Compensation System for Your Firm and Standards to Assess Partner Performance
Dealing with Tensions Surrounding Partner Compensation
How Does Associate Compensation Fit in with Today's Law Firm Economics?
A Checklist for Your Compensation Concerns
The Problems With "Permanent" Origination Credit
Performance Criteria for Partner Compensation
Administering Partner Compensation Systems
Partner Compensation Plans: A Primer

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Changing Management Strategies Mid-Year to Improve Firm's Financial Results
Client Selection Improves Profitability
What Lawyer Managers Should Do When Firm Economics are Less than Ideal
A Positive Firm Culture Motivates Attorneys to Improve Their Billings and Collections
How a Practice Plans to Attain Profitability
Controlling the Cost-Effectiveness of Legal Services
Three Proven Short-Term Strategies to Sustain and Grow Future Profits
Preparation and Use of Personal Attorney Business Plans
Modify Fees to Meet Competition, Client Demands
Nine Essential Billing and Collection Skills for Lawyers
Eight Strategies to Help Managing Partners Enhance Cash Flow
Show Me the Money ~ Why Firms Need More Partner Capital
Capitalizing Your Firm During Difficult Times
Strategies That Keep Cash Flowing and Profit Margins Growing
Small and Mid-sized Firms can Bolster Client Relationships by Tailoring Fees
Changes in Pricing Legal Services
Creative Billing Arrangements
Alternatives to Hourly Rate Billing
16 Characteristics Present in Most Financially and Professionally Successful Law Firms
How to Make Profitable Use of Associates
Implementing an Alternative Billing Program
Mid-size Firms: Key Trends Affecting Competitiveness and Profitability
How to Teach Your Lawyers Billing and Collection Skills
Utilizing Financial and Management Reports to Enhance Revenue and Profitability
Profitability Techniques Other than more Hours and Higher Rates
Strategies to Enhance Cash Flow
Ten Ways to Increase Firm Profitability
Motivating Lawyers to Bill and Collect
Firm Capitalization
Strategic Options for "Increasing The Pie"
Determining the Value of a Lawyer's Practice

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Characteristics of Valued Administrators
The Administrator's Role in Planning and Conducting Retreats
Management Skills and Personal Characteristics Possessed by the 'Irreplaceable' Administrator
Why Hire Professional Managers?
How to Get the Most Out of Administrators
Guidelines for a Legal Administrator's Success
Employing an Office Administrator

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MARKETING STRATEGIES: Essential for Growth and Survival
Tailoring a Firm for Value-Added Marketing
Clients' Silent Dissatisfaction Is Bad for a Firm's Business: Conducting Client Surveys
Building and Keeping a Client Referral Base
Planning for Business Development and Growth
How Adding Value Can Enhance Profits
Planning the Orderly Succession of Clients

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Checklist: Representative Questions That Can Help You Spot Unprofitable Lateral Candidates
Acquisition of a Foreclosure Practice: Does It Make Sense?
Making Merged Firms Work as One
A Primer on Due Diligence for the Joining of Laterals
A Well Planned Merger
How to Evaluate a Candidate for a Merger

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Ten Proven Strategies to Effectively Implement the Two-tier Partner Structure
Defining Partner Obligations - The Rules Have Changed
Tips on Developing and Implementing a Mentor-Protege Program
Maintaining Motivation For Attorneys in a Law Firm
A Difficult Partner Calls for Tact and Action
Re-Engineering Under-Utilized Partners to a Firm's Benefit
How to Develop Strong Factors of Leadership
Recruiting & Retaining Associates
Six Strategies for Transitioning a Firm's Client Base From Senior to Other Partners
Avoiding a Terrible Cost: What Partners Can Learn From Associates About Retaining Top Quality Associates
Motivating Lawyers to Stay with Your Firm
Criteria for Promoting Associates To Partner Status Has Changed
Managing Partners' Obligations to Address the "State of the Firm" During a Recession
The Generational Mix
How a Firm Can Deal With a Difficult Partner
Motivating Attorneys to Accomplish Objectives
Re-Making Low-Output Partners
Admitting New Partners
Criteria for Progression to Partnership

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