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
- 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)
- 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
- Lawyers' earning plans and income expectations
- Capital requirements and evaluation of proprietary interests
- Evaluation of economic results by lawyer, firm, fields of law, office
- 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
- 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
- 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
- Managing Attorneys
- Executive Directors
- Directors of Administration
- Office Administrators
- 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
- Salaries and other compensation
- Methods of evaluation and training
- Recruiting practices
- Progression to partner/shareholder/principal
- 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
- Custom Designed In-house Educational Programs that address the specific requirements of law firms
Motivating Attorneys to Improve Their Billings and Collections
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 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 Texas Lawyer, publications of the Association of Legal Administrators and other state and local bar association journals. He is the principle contributor to "Thrive," the blog of the Law Practice Management Committee of the New York State Bar Association.
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. 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. He frequently presents tele-seminars and webinars for the New York State Bar Association, The New Jersey Institute of Continuing Legal Education and national and international Law Firm Networks.
Mr. Rose speaks at national, state and city bar association meetings and at chapter meetings of the Association of Legal Administrators. He is a member of the Law Practice Management Committee of the New York State Bar Association, an associate 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
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:
2015 Speaking Engagements:
January 27, 2015: Florida Association of Managing Partners Meeting, Miami, FL, "Ensuring Your Partner Pay Plan Works: Evaluating Contributions of Originators and Producers of Legal work and Consequential Non-revenue Producing Activities"
January 27, 2015: Miami, FL ALA Chapter Meeting, "Techniques for Developing and Implementing Strategic Plans that Differentiate Your Firm from the Competition"
January 28, 2015: Ft. Lauderdale, FL ALA Chapter Meeting, "Techniques for Developing and Implementing Strategic Plans that Differentiate Your Firm from the Competition"
March 19, 2015: Central PA Chapter, ALA Meeting, "Firm Growth and Sustainability"
April 9, 2015: The Center for Competitive Management, Webinar, "Origination Credit and Partner Compensation: Giving Credit Where Credit is Due"
April 14, 2015: The New York County Matrimonial Section, Meeting, "Presentation and Interactive Discussion about Partner Compensation, Firm Governance and Marketing"
May 7, 2015: Hennepin County Bar Association (MN) Meeting, "Economics and Financial Fundamentals for Law Firm Management"
May 21, 2015: New Jersey Institute for Continuing Legal Education, Webinar, "Successful Law firm Management: Motivating Partners and Associates to Stay with your Firm"
May 28, 2015: Montgomery County (MD) Managing Partners' Meeting - Presentation and Interactive Discussion: "Origination Credit and Partner Compensation: Giving Credit Where Credit is Due"
June 9, 2015: Miami, FL ALA Chapter, Miami Hyatt, Legal Expo, "Approaches for Enhancing Firm Profitability"
June 10, 2015: Ft. Lauderdale, FL ALA Chapter, Tower Club, Legal Expo, "Approaches for Enhancing Firm Profitability"
December 8, 2015: LEGUS Webinar, "Compensation Strategies Designed to Attract and Retain Top Performers"
April 9, 2014: New Jersey Institute for Continuing Legal Education, Live Presentation, “The Business of Law: Does it Have to be Profits v. Ethics”
April 10, 2014: Center for Competitive Management, Webinar, “Re-Inventing Associate Compensation: Creating a Sustainable Advantage by Connecting Compensation to Long Term Value”
May 9, 2014: Montgomery County (MD) Managing Partners Meeting, "The Orderly Succession of Firm Governance and the Transition of Clients from Senior Partners to Other Members of the Firm."
June 26, 2014: Camden County Bar Association, Trust Accounting and Law Firm Management (Ethics)
July 15, 2014: Pennsylvania Bar Institute, Webinar, “Succession Planning and Client Transition”
August 12, 2014: Pennsylvania Bar Institute, Webinar, “Compensation Systems: Inherent Tensions and Techniques for Motivating Partners”
August 26, 2014: Pennsylvania Bar Institute, Webinar, "Developing and Implementing Internal Controls for Ethics, Conflicts, Quality Review and Employee Responsibilities"
October 21, 2014: New York State Bar Association, Webinar: "Succession Planning and Client Transition"
November 12, 2014: New York State Bar Association, Webinar: "Admitting New Partners, Classes of Partners and Part-time Partners"
November 18, 2014: LEGUS, Webinar, Newer Trends in Setting Criteria for Partner Compensation: Sharing Origination Credit to Motivate Partners to Develop Business
December 2, 2014: New York State Bar Association, Webinar: "Management Training for Lawyers: Tips for Managing Partners"
December 10, 2014: New Jersey ICLE, Webinar, Successful Law Firm Management: Dealing With the Question of Compensation
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:
- Alternative Billing Arrangements
- Problem Partners
- Strategic Planning
- Cash Flow
- Partner Compensation
- RETREATS AND STRATEGIC PLANNING:
- 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
- What Will the Business of Law be Like for Midsize Firms in the Next Five (5) Years?
- 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
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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- 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
- Coping With the Next Recession: Strategies for Managing Partners
- 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
- PRACTICE MANAGEMENT:
- Practice Management Takes Hold in Mid-Size Firms
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- COMPENSATION ISSUES:
- 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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- INCREASING PROFITABILITY AND OTHER ECONOMIC ISSUES:
- 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
- Coping with the Economic Downturn
- 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
to Enhance Cash Flow
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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- LAW FIRM ADMINISTRATORS:
- 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
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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- Mergers Continue During the Recession, but Combinations Present Problems
- 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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- PARTNER ISSUES:
- 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
- Weighing the Creation of New Partners During a Recession
- 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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©1999-2014 Joel A. Rose & Associates