a survival guide for legal practice managers.

In discussion with legalsuper in April 2019, former Law Institute of Victoria (LIV) President Tony Burke opens up about how to create and run a successful practice; transitioning to retirement; and a completely unexpected recent diagnosis of Type II Bipolar Disorder.

I have been there. Where I feel like every step I take forward taps into an energy reserve that is almost empty and the ‘destination’ remains far over the horizon. Learn the essential questions to be asked weekly when living a life where you are burning bright and achieving sustainable success without sacrificing well-being.

Psychological and emotional safety is AS important as physical safety. However, employers appear decidedly stuck in the ‘slips, trips and falls’ WHS era. The requirement to ensure workplaces are not just physically but also psychologically and emotionally safe remain poorly, if at all, understood, aspects of WHS law.

No doubt your Annual Super Statement will be one of many statements or bills you receive, but it is worth the effort to take a closer look at your Statement.  After all, super is now the second highest form of savings for Australia, exceeded only by housing.

Convert contacts into contracts with learning the 5 new laws of commercialising conversations in legal services.

The end of a financial year is an excellent time to check in on your personal finances to see whether there are simple and easy changes you can make to better secure your future.  The good news is that there are often relatively easy and quick things that can be done that can increase the likelihood of living the life you want in retirement for both yourself and your family.

COVID-19 Resources & ALPMA Podcast: Developing a safe return to office plan for your staff with ALPMA President Dion Cusack, K&L Gates

Firms took steps to share the burden amongst staff and partners, and to utilise available mechanisms to reduce cost and share the load. Since late March, top-tier and mid-tier law firms have been implementing various measures in response to COVID-19.

Transitioning to managing a remote team when your team is normally co-located requires a steep learning curve for both team leaders and team members.  Throw in the COVID-19 crisis and high levels of anxiety and trust levels in the team can come crashing down if not managed correctly.