Stephen Mabey

Stephen Mabey

Stephen Mabey, is managing director of Applied Strategies, Inc., which has a long-term contract to provide the chief operating officer function to Atlantic Canada law firm Stewart McKelvey. As well, Applied Strategies works with only small to mid-sized law firms outside of Atlantic Canada providing strategic tactics planning, crisis management, organizational development, financial analysis, and private coaching to lawyers involved in law-firm management. He has written articles on law firm management that have been published in various legal industry periodicals.


Column: Definitely Mabey
Monday, 27 October 2014 08:00

Communication, communication, communication

b_150_0_16777215_00___images_stories_01-CANADIANLawyer_Columnists_Stephen-Mabey-2013.jpgThe recent CBA Futures Report, “Transforming the Delivery of Legal Services in Canada,” identified the following deliverables that clients were looking for from their lawyers:
Monday, 15 September 2014 09:00

Client focused cost controls

b_150_0_16777215_00___images_stories_01-CANADIANLawyer_Columnists_Stephen-Mabey-2013.jpgCenters of excellence

“Canadian lawyers typically don’t compete by reducing their own costs — that type of competitive advantage is lost on them. Gowlings seems to be the lone Ontario exception as they opened operations in Hamilton, Ont. (quite some time ago) for reasons that must be related to costs savings. There still seems to be a notion that moving non-legal or even legal functions to low-cost centres is not the Canadian way.” — Mitch Kowlaski, Sept. 13, 2012
b_150_0_16777215_00___images_stories_01-CANADIANLawyer_Columnists_Stephen-Mabey-2013.jpgDr. Larry Richard, seen by many as an eminent expert on the personality profile of lawyers, has pointed out the following characteristics of lawyers in the past:
Monday, 21 July 2014 08:00

Measuring legal department metrics

b_150_0_16777215_00___images_stories_01-CANADIANLawyer_Columnists_Stephen-Mabey-2013.jpgFor my July column I was initially thinking about a slightly different approach. The idea was to raise with law firms the concept that perhaps law departments have key performance indicators too and they may want to think about how their law firm services law departments in light of them. Obviously it is a starting point of asking law firms: “Do you really talk to your clients and understand their needs and pressures and if you don’t then maybe you should, especially in the flat market we all live in today?”
Monday, 16 June 2014 07:11

Law firm management by the numbers

b_150_0_16777215_00___images_stories_01-CANADIANLawyer_Columnists_Stephen-Mabey-2013.jpgOn May 8, the Managing Partner Forum 2014 Leadership Conference was held in Atlanta, Ga. The conference was hosted by John Remsen Jr., president and CEO of The Managing Partner Forum.
Karen MacKay of Phoenix Legal and I were fortunate enough to be part of the faculty. Approximately 85 participants from more than 75 law firms (one Canadian firm attended) participated in the day-long session that began with an address by Timothy Corcoran, president of Legal Marketing Association and Principal of Corcoran Consulting Group. While Corcoran’s presentation was well done, the three memorable quotes for me were:
b_150_0_16777215_00___images_stories_01-CANADIANLawyer_Columnists_Stephen-Mabey-2013.jpgAt last count there were over 25 issues/reasons identified by the legal press (blogs, newspapers, magazines, etc.) that led to the unfortunate demise of Heenan Blaikie. To be clear, the misfortune I speak of is not the disappearance of the law firm itself, but of those who were affected as a result through no fault of their own but rather because of the seeming ineptness of others.
b_150_0_16777215_00___images_stories_01-CANADIANLawyer_Columnists_Stephen-Mabey-2013.jpgThis month’s column addresses the third “P” that today’s law firms need to tackle to ensure they are tomorrow’s law firms too. The January column addressed the need to have processes that ensure the efficient and effective delivery of legal services without which you could be out of step with clients’ needs. February’s dealt with the importance of having and sticking to a pricing strategy again without which you could be disengaging clients (unfortunately unknowingly).
b_150_0_16777215_00___images_stories_01-CANADIANLawyer_Columnists_Stephen-Mabey-2013.jpgLast November I was fortunate enough to share a panel at a Legal Marketing Association luncheon with a couple of colleagues who are truly knowledgeable in their field. During the free-flowing discussion I made a couple of comments I didn’t have time to expand upon then but will over the next couple of columns.
Monday, 20 January 2014 08:00

Let’s learn about legal process mapping

b_150_0_16777215_00___images_stories_01-CANADIANLawyer_Columnists_Stephen-Mabey-2013.jpgAt the risk of getting stomped, bitten, or kicked, I think it is important to start 2014 off by putting the horse before the cart. I apologize upfront for bursting the bubble of all those souls who have spent the last couple years espousing that the greatest issue facing law firms is their structure.

Monday, 16 December 2013 08:00

Out with the old in with the new (maybe)

b_150_0_16777215_00___images_stories_01-CANADIANLawyer_Columnists_Stephen-Mabey-2013.jpgDuring 2013 we talked about a number of challenges including:
<< Start < Prev 1 2 3 4 5 6 Next > End >>
Page 1 of 6

Latest Videos

  • Making Rain #55 - Value your time In this month’s episode, executive coach Debra Forman discusses focusing your efforts on how you bill and value your time. Time should be your biggest…
  • Worlds apart Jessica Salomon spent five years as a war crimes prosecutor but left law to pursue a career in stand-up. Here’s a taste of her wry…
More Canadian Lawyer TV...

Digital Editions