{"id":53872,"date":"2018-02-22t11:22:32","date_gmt":"2018-02-22t16:22:32","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=53872"},"modified":"2018-02-26t13:33:51","modified_gmt":"2018-02-26t18:33:51","slug":"mine-vs-vs","status":"publish","type":"post","link":"\/\/www.g005e.com\/2018\/02\/22\/mine-vs-vs\/","title":{"rendered":"mine vs. yours vs. ours"},"content":{"rendered":"

\"businessman<\/a>15 ways to take an entrepreneurial approach instead.<\/strong><\/p>\n

by domenick j. esposito<\/i>
\n
8 steps to great<\/i><\/a><\/p>\n

it is a very prevalent view that midsized law firms are not particularly well led and well managed.<\/p>\n

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many of their partners operate as silos and refer to clients as \u201cmy clients\u201d and \u201c<\/strong>my book of business.\u201d sure, they share space and other overheads but they do not institutionalize clients for the long-term benefit of the firm.
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\nmany midsized law firm partners look at themselves as \u201cfree agents\u201d and at \u201ctheir books of business\u201d as \u201cportable.\u201d when these law firm partners are either unhappy at their current firm or if they think they can get a better compensation package from the firm across the street, they pick up and leave. they continue to service their clients with little, if any, disruption to client service and without dealing with the ramifications of covenant not-to-compete provisions contained in partnership agreements. this is one reason why so many law firms are unable to grow and prosper. \u201cmy book of business\u201d vs. \u201cfirm revenue\u201d are concepts with distinctions and huge differences.<\/p>\n

in contrast, it is the prevalent view<\/p>\n