Section Newsletters

Articles From John W. Olmstead

Protecting your office from theft By John W. Olmstead Law Office Management and Economics, Standing Committee on, December 2012 Only through effective internal accounting and financial controls can law firms protect their offices from theft. The goal is not to catch offenders, but to have a system in place that discourages and prevents the theft from occurring in the first place.
Should you merge with another law firm? By John W. Olmstead Law Office Management and Economics, Standing Committee on, December 2012 Successful mergers are based upon a sound integrated business strategy that creates synergy and a combined firm that produces greater client value than either firm can produced alone.
Law firm retreat: A cornerstone to your strategic and competitive business model planning process By John W. Olmstead Law Office Management and Economics, Standing Committee on, June 2012 The Firm Retreat is becoming the most widely used forum being used by law firms to facilitate longer-range strategic planning.  
Law firm partner compensation: Two-attorney firm By John W. Olmstead Law Office Management and Economics, Standing Committee on, May 2012 The author addresses a question he recently received concerning partner compensation in a newly minted two- attorney firm.
Starting—Building—Managing—a law firm By John W. Olmstead Law Office Management and Economics, Standing Committee on, May 2012 A few survival tips for each phase of firm development.
Law firm partner compensation By John W. Olmstead Law Office Management and Economics, Standing Committee on, June 2011 Can compensation make a difference in a partner's motivation, performance, and contribution to the firm?
Law firm succession/Exit strategies: Practice continuation arrangements By John W. Olmstead Law Office Management and Economics, Standing Committee on, June 2011 Lawyers must invest time and effort to find suitable successors for their firms and to create useful, equitable, practice continuation agreements.
Law firm succession/exit strategies: Valuation of the firm By John W. Olmstead Law Office Management and Economics, Standing Committee on, December 2010 How much is your firm worth?
Law firm succession/exit strategies: Ideas for getting started By John W. Olmstead Law Office Management and Economics, Standing Committee on, June 2010 You should make a succession/exit plan as soon as possible—not just for retirement but for unexpected situations as well—so that your family, employees and clients are not left in the dark if something should happen to you.
Ask your editor By John W. Olmstead Law Office Management and Economics, Standing Committee on, October 2009 A successful law firm competitive strategy requires effective law firm management. Managing Partners and Administrators must keep updated on all aspects of law firm management. In order to assist in this effort we are pleased to share our insights and thoughts.
What is keeping lawyers awake at night: Asked and answered By John W. Olmstead Law Office Management and Economics, Standing Committee on, June 2009 The author answers some of the questions lawyers frequently ask.
Cross-selling legal & other professional services: Ideas for improving the odds for cross-selling success By John W. Olmstead Law Office Management and Economics, Standing Committee on, September 2008 Cross-selling can be an effective strategy—but it is not easy and it requires trust, commitment, communication, hard work, dedication, and organizational alignment.
Do you want to know how you can enhance your relationship with your top-tier clients? Why not ask them? By John W. Olmstead Law Office Management and Economics, Standing Committee on, June 2008 As you well know, your top-tier business and other institutional clients often represent 20 percent of your clients and 80 percent of your business and fee revenue.
Cutting the pie: Determining partner compensation By John W. Olmstead Law Office Management and Economics, Standing Committee on, April 2008 Many law firms are struggling with compensation systems that no longer meet the needs of the firm and the individual partners. Failure to explore alternatives to failing systems often result in partner dissatisfaction leading to partner defections and disintegration of the firm.
Lawyers’ lives in balance: Developing your plan and tips for staying energized & productive By John W. Olmstead Family Law, December 2007 It is much easier to begin your life and career with balance that it is to try to bring your life back into balance later in life.
Survival in turbulent times: Using a business plan to focus the small law firm By John W. Olmstead Law Office Management and Economics, Standing Committee on, August 2007 In spite of today’s tough economy many small law firms are thriving and doing quite well organizationally and financially.
Lawyers’ lives in balance: Developing your plan and tips for staying energized & productive By John W. Olmstead Law Office Management and Economics, Standing Committee on, September 2006 I am often asked to help law firms design and implement strategic business plans. I also coach many solo and small firm attorneys in career as well as personal and professional life balance issues.
Exceptional client service in law firms: Tips for rewarding and recognizing employees By John W. Olmstead Law Office Management and Economics, Standing Committee on, December 2005 By regularly rewarding and recognizing your attorneys and staff when they exhibit positive client service behaviors, rather than only noticing and commenting when they do something wrong, you help motivate them to keep up the good work and internalize the behavior.
Exceptional client service in law firms: Tips on creating a client-focused culture By John W. Olmstead Law Office Management and Economics, Standing Committee on, December 2005 Why don’t lawyers embrace client service and realize that exceptional client service may be the most effective way of differentiating themselves from other lawyers and maintaining a competitive advantage?
Exceptional client service in law firms: Analyzing and reporting your client satisfaction survey results By John W. Olmstead Law Office Management and Economics, Standing Committee on, September 2005 You have completed your telephone or mail client survey campaign. Completed questionnaires are everywhere.
Exceptional client service in law firms: Developing your client service improvement plan By John W. Olmstead Law Office Management and Economics, Standing Committee on, September 2005 Nothing is more important to your firm's future than exceptional client service. An effective client service improvement program is one of the most important marketing initiatives that a firm can undertake.
Asked and answered By John W. Olmstead Law Office Management and Economics, Standing Committee on, October 2004 A successful law firm competitive strategy requires effective law firm management.
Cutting the pie: Determining partner compensation By John W. Olmstead Law Office Management and Economics, Standing Committee on, April 2004 Many law firms are struggling with compensation systems that no longer meet the needs of the firm and the individual partners. Failure to explore alternatives to failing systems often result in partner dissatisfaction, leading to partner defections and disintegration of the firm.
Trapped in an insurance defense practice? Two strategic approaches By Dr. John W. Olmstead Law Office Management and Economics, Standing Committee on, June 2003 Insurance defense practices are under siege. While these practices have always had to deal with low billing rates and unrealistic controls mandated by insurance companies, recent trends have reached levels that threaten the business relationship which has reached an all-time low.
How to get more business: 25 tips for marketing the small law firm By Dr. John W. Olmstead, Jr. Law Office Management and Economics, Standing Committee on, March 2003 Gone are the days when attorneys simply practiced law. Today, they face increased competition, shrinking demand for services and increasing supply of professional talent, availability of service substitutes, and marketing of professional services.
Reinventing your law practice: 25 tips for implementing change By Dr. John W. Olmstead Law Office Management and Economics, Standing Committee on, December 2002 During the next 10 years, law firms will either undergo dramatic change and transform themselves or they will cease to exist. Present business and management practices will no longer serve practitioners well in the global electronic marketplace.

Spot an error in your article? Contact Celeste Niemann at cniemann@isba.org. For information on obtaining a copy of an article, visit the ISBA Newsletters page.

Select a Different Author