Many law firms invest significant time defining values around collaboration, teamwork, and shared ownership. Yet those same firms often struggle to see the behaviours they want emerge in practice. The reason is rarely a lack of intent. It is structural.

Do tougher partner expectations help firms perform at their best – like elite teams in sport – or quietly undermine the culture that makes high performance possible, asks Moray McLaren

In the first of seven episodes on Culture and Performance, Jan Thornbury and Moray McLaren discuss how culture is the foundation that underpins how organisations actually work and perform. Using Edgar Schein’s well-known model, culture is explained as a system with three connected layers: Beliefs and assumptions at the core – what the firm really believes is the “right” way to do things (often described as values). Behaviours and norms – the everyday actions that those belief

This is the introduction to a three-part series by Moray McLaren, Professor at the LawAhead Centre on the Legal Profession, IE Law School, and consultant with Lexington Partners, on the two-tier partnership system many law firms are now employing

Partner Performance. As law firms get more sophisticated in evaluating lawyers and partners, there is a growing frustration amongst leadership about underperformers (in particular senior associates or junior partners) as they are the future of the firm.

Reviewing and adapting the remuneration model in law firm partnerships is a highly sensitive issue.

What are the major changes that are we seeing in law firms around the world on what is expected from partners?

In this podcast recording,   Zulon Begum , Partner at CM Murray and leading international law firm management consultant,  Moray McLaren  Partner at Lexington Consultants, discuss new research by the IBA’s Law Firm Management Committee (LFMC) which explores recent trends in partner profit sharing, remuneration and reward. Key discussion points from this podcast recording: Is there such a thing as a ‘perfect partner’ and how do you define them? Gaining a better definition of p

Factors such as financial barriers, gender, social class and more have an impact on the ability of individuals to enter and progress in the legal profession. In-House Perspective assesses these barriers specifically in relation to in-house teams – and what’s being done to break them down.

Ben Chiriboga, Chief Growth Officer at Nexl, talks to Mari Cruz Taboada, Partner at LEXINGTON CONSULTANTS, where they delve into the world of event networking and explore how to transform connections into valuable clients. Ben and Mari Cruz unravel the secrets of event networking, helping you navigate the art and science of building authentic connections, mastering effective communication, and converting connections into valuable clients. Get ready to unlock the potential of

Paul Browne at Lexington Consultants, introduces the key aspects to consider when moving from a partnership structure to a corporate culture.

Extract presentation by Moray McLaren at the Commonwealth Conference 2023. Will what got us here get us there? How to find meaning and...

El clásico experimento de Solomon Asch sobre el conformismo individual frente a la opinión de grupo, es una excelente manera de comprender la dinámica de muchos de los bufetes de abogados. ( Extracto artículo de Opinión en Expansión Jurídico. Autora: Mari Cruz Taboada) Recientemente escuchaba un interesante podcast sobre el trabajo del psicólogo Solomon Asch donde, con sus experimentos, demuestra que las personas devalúan y rechazan a quienes no se ajustan a sus juicios de va

This remarkable time of growth and change introduces a new age for the Indian legal industry. Many large and mid-sized law firms are aiming to build a pan-India presence, adding more practices and expanding their reach by acquiring teams and smaller firms. At the Agenda India 2022, participants shared their views on how the market is consolidating and specialist firms are growing their practices with the wider client needs. Different approaches are required in different geogr

While political volatility continues across Africa, law firms are seeking a renewed optimism despite the increasing global challenges. At the Agenda Africa session in Miami, partners from leading law firms around the African region agreed that retention of young talent is the biggest challenge that they are currently facing. Second and third generations of lawyers are empowered and taking the lead, pushing for hybrid working and expecting to be rewarded for their long working

When looking at succession planning or leadership transition in law firms, the challenge is challenge is how to best build on strong foundations and drive growth into the future. Our theme at the Leadership Breakfast during the IBA Annual Conference in Miami. focused on the transition from Founders to Firm, with selected participants from 15 countries around the world sharing their personal experiences and lessons learned. ​ ​ Stephen Revell and Moray McLaren shared a case st

An extract from Inspire magazine issue 5, from Möller Institute at Cambridge University. The people challenges facing businesses as we emerge from Covid only serve to highlight the many tensions within traditional approaches to reward and remuneration. Going forward, how should we be defining "success" within partnerships and adopting approaches that can better deliver on our promises to our people and clients?

The human factor: Leading the firm to the future Sunday 30th October, Miami Lexington is pleased to invite a select group of friends and...

Watch the summary of Lexington Insights, a conversation where Moray McLaren, Tony King, Mari Cruz Taboada, Stuart Hopper and Paul Brown discuss in a series of six video-pods the key aspects to take into consideration when law firms transition from founding partners to the next generation of leaders. #FromFounders2Firm

La revista LexLatin publica una reflexión de Mari Cruz Taboada socia de Lexington Consultants sobre el reto de los socios fundadores de firmas de abogados en el proceso de sucesión. Un plan de sucesión adecuado requiere que el abogado sénior haga la transición de los clientes con abogados más jóvenes de tres a cinco años.