Lawyers are constantly juggling multiple tasks and projects. To-do lists can be so long and overwhelming that one does not even know where to start. This can lead to avoiding doing any task of importance until we absolutely have to do it. It can also result in shutting down and feeling burned out even before we start any tasks. A helpful tool for managing to-dos is the ICE system, a simple and effective method of prioritizing tasks and projects.
Clio, a company that most of us probably recognize, released its third annual Legal Trends Report last fall. While the report is based on data from the U.S. market, there are some interesting insights that Canadian sole and small firms can consider in trying to improve their business.
With tax season gearing up, now is a good time to be reminded of some recent changes to the tax regime affecting your firm's business planning. In its 2018 Fall Economic Statement, the Department of Finance made some proposals to enhance business confidence and encourage more capital investments. Of the proposals, one that sole and small firms can take advantage of is the Accelerated Investment Incentive.
Mental health has been a trending issue in recent years, and for good reason. We have all come across cautionary tales about the importance of mental health and the dangers of depression, burnout, and substance abuse within the profession.
Having such a plan is a critical obligation to yourself, as well as to your family, employees and clients. As such, getting this done by the end of the year should be a priority.
A recent case addressing the validity of a will could have a dramatic impact on lawyers across the country. In jurisdictions that permit multiple wills, the Ontario Superior Court of Justice decision Re Milne Estate, 2018 ONSC 4174 could invalidate thousands of wills done by estate planners.
Cost-effective client acquisition is critical for small firms that do not have the ability to dump vast sums into a marketing budget.
Periodically, we all fall into productivity and performance ruts or the feeling of career stagnation. One reason for this is our reliance on vanity metrics. While these metrics may make us feel good temporarily, they do little to improve our business and skills as lawyers.
Replacing a valued employee can be a difficult transition for small offices. However, it is an opportunity to inject new energy and improve the office environment. Here are some suggestions to smoothly manage the departure of a key staff member.
Many Canadian law firms were affected by the 2008 recession. Firms of all sizes laid off associates and froze hiring. Business dried up as corporate clients went in-house and reduced legal-spending budgets. Even litigation work decreased due to the dim prospects of successfully collecting against parties with no means to pay.