Walker Clark Worldview
commentary and insights for law firm leaders
How can a small law firm keep up with AI?
Over the next three years, the biggest AI issues for small law firms are no longer abstract “future of law” questions, but very practical choices about tools, pricing, training, and risk. The firms that will do best will treat AI as a managed change program—iterating quickly to keep up with new capabilities, while putting simple but firm guardrails around security, ethics, and quality.
The Partner in Crisis: The Role of Counseling Psychology
Although law firms often create conditions that lead to severe stress in their people, traditional responses, such as “It’s a personal problem, not the firm’s” or do-it-yourself “interventions,” can make things worse.
In this article, Lisa M. Walker Johnson, a counseling psychologist with more than 30 years experience working with lawyers and their law firms, outlines the strategies and basic rules for success in helping a partner in crisis.
At the Crossroads
Around the world, many first-generation law firms have reached a pivotal juncture. Their founders—now in their fifties or early sixties—are beginning to contemplate retirement and the future of the practices they built.
Without a well-informed and realistic plan, a successful legacy can quickly dissolve once the founder steps away.
Are you ready for unexpected opportunities?
Sometimes the greatest risk is the risk of unexpected success.
According to recent coverage, some of the largest U.S. law firms have become less likely to contest Trump administration actions in his second term, reportedly due to new executive pressures and retributive policies targeting law firms perceived as adversaries. As a result, cases that would traditionally be absorbed by these firms are cascading down to smaller practices—many of which face limits in staff, technology, and financial resources to handle this new caseload.
Taking on a sudden, unpredictable surge in caseload can jeopardize a small firm’s service quality, staffing capacity, and client relationships.
Is one year enough?
Should your law firm move to a “rolling” two-year business plan?
