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	<title>Comments on: Don&#8217;t be stupid</title>
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		<title>By: More Partner Income</title>
		<link>http://www.law21.ca/feeder/?FeederAction=clicked&#038;feed=Comments+on+Articles+%28RSS2%29&#038;seed=http%3A%2F%2Fwww.law21.ca%2F2008%2F06%2F05%2Fdont-be-stupid%2F%23comment-135&#038;seed_title=Don%26%238217%3Bt+be+stupid/comment-page-1/#comment-135</link>
		<dc:creator>More Partner Income</dc:creator>
		<pubDate>Mon, 09 Jun 2008 05:00:48 +0000</pubDate>
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		<description>[...] can a law firm do?&#160; For one, it can avoid being stupid, as Jordan Furlong of Law21 writes.&#160; What does he mean by [...]</description>
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		<title>By: Allison Shields</title>
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		<dc:creator>Allison Shields</dc:creator>
		<pubDate>Fri, 06 Jun 2008 13:10:40 +0000</pubDate>
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		<description>Jordan:

Well said. Law firms need to realize that culture and style are not just important, but essential to the firm&#039;s well-being. And yet many lawyers and law firm managers fail to take culture, values and philosophy into account when making decisions. Another prime example of this the law firms that adds a partner purely because of their practice area, without regard to whether the new partner fits within the firm culture, or law firm that merge without planning ahead to merge cultures as well as bank accounts. The result is often a disjointed firm with no real identity, a clash of cultures and disgruntled professional and non-professional staff. The lawyers operate in individual silos and client experience is inconsistent at best.

Thanks for reminding lawyers that culture is important, and that, in a professional service business, people are the firm&#039;s biggest asset.

Allison C. Shields
Legal Ease Consulting, Inc.
http://www.LawyerMeltdown.com
http://www.LegalEaseConsulting.com</description>
		<content:encoded><![CDATA[<p>Jordan:</p>
<p>Well said. Law firms need to realize that culture and style are not just important, but essential to the firm&#8217;s well-being. And yet many lawyers and law firm managers fail to take culture, values and philosophy into account when making decisions. Another prime example of this the law firms that adds a partner purely because of their practice area, without regard to whether the new partner fits within the firm culture, or law firm that merge without planning ahead to merge cultures as well as bank accounts. The result is often a disjointed firm with no real identity, a clash of cultures and disgruntled professional and non-professional staff. The lawyers operate in individual silos and client experience is inconsistent at best.</p>
<p>Thanks for reminding lawyers that culture is important, and that, in a professional service business, people are the firm&#8217;s biggest asset.</p>
<p>Allison C. Shields<br />
Legal Ease Consulting, Inc.<br />
<a href="http://www.LawyerMeltdown.com" rel="nofollow">http://www.LawyerMeltdown.com</a><br />
<a href="http://www.LegalEaseConsulting.com" rel="nofollow">http://www.LegalEaseConsulting.com</a></p>
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