It is a universal truth that by listening to those leaving your firm, you can more actively focus your retention initiatives to hold on to people you want to keep.

Lateral hiring is a peculiarly difficult business. And there’s no shortage of legal industry commentary to make you think twice about its efficacy as a growth strategy.

Although a number of law firms have been proactive in efforts to address transition or succession issues, surprisingly, those firms represent a distinct minority.

Imagine that you are responsible for training the attorneys in your law firm. The lawyers in your firm have told you that they want training on critical management skills such as delegation and team management. You've heard them.

The Business Development team has a vital role to play in the recruitment, onboarding and integration phases of a healthy and effective lateral partner hiring model.

For years now, the legal sector has been focused on the perceived flaws in lateral partner hiring as a growth strategy. Anecdotally at least, it seems that as many of the problems result from poor integration.

Groysberg questions what actually makes stars “stars” and whether, if they move jobs, they can simply provide a plug-and-play solution for their new firms.

Succession planning is a term we hear regularly in law firms. And yet, when I speak to partners, it seems to be an area that is often ignored in practice. But it is crucial. It goes to the root of client service and client retention.