Page 53 - The Handbook - Law Firm Networks 2018
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The Handbook: Law Firm Networks
A large enough organization can create sponsorship opportunities. In order to get sponsors, the network must
be able to show the potential sponsor the benefits they will receive. These may be set out in a brochure. 249
One additional issue is present in the legal profession. It is common for law firms to belong to more than one
network. At each step of the development process, they are being compared to other networks. This includes
not only activities, but also the costs. As a network moves from Level 2 toward Level 3, it must consider the
activities of other networks.250
Level 4 networks are full-scale operations financed by the members who may contribute part of the income
to maintain the network. A professional independent staff operates the networks. The board sets its goals and
objectives, with the actual operations carried out by an executive group with a large full-time staff.
Network Staff
The staff’s function in a professional services network will depend on the origin of the network, its current
objectives, and whether the network is Level 2, 3, or 4. Level 1 networks do not have staff since the members
contribute staff on a voluntary basis to organize any event.
Level 2 networks that are founded by individual law or accounting firms tend to have staff that would be
described as non-strategic and functional. The staff reports to the chairman who is an attorney or accountant
at one of the member firms. The staff person is purely support in nature rather than strategic. Board members
may become involved and be responsible for such activities as website design, technology, and/or recruiting.
Many of the activities are outsourced. Meeting planners may do meetings. The staff is usually located in the
offices of one of the members.251
Networks that are formed for strategic reasons have a staff that collaborates with the board and members.
There may be many staff at the network.252 Level 3 networks have five to 25 full-time staff members.
Meritas253 and Lex Mundi254 have listed the different types of staff members on their websites. Persons who
are not practicing attorneys or accountants generally formed these networks. They are Level 3 networks,
which operate as a business to meet members’ objectives. In these networks the title of the CEO may be
“president,” and he or she operates within the framework established by the board. In a Level 3 network, the
staff is responsible for marketing strategy (within the confines of the budget), website maintenance,
recruiting, and general operations of the network. This is done on a collaborative basis with the executive
committee, board, and the members each assuming their different roles. The network recognizes the strengths
and weaknesses of each of the parties in the network. Level 3 networks have staff in their own offices rather
than in the offices of their members.
The staff is important for other reasons. It is the repository of the history, policies, and rules of the network.
With the executive committee, the staff strives for a consistent approach to issues. The chief operating officer
and the chair enforce the rules.
249 LEX MUNDI’S SPONSORSHIP PROGRAM.
www.lexmundi.com/lexmundi/Corporate_Sponsorship_Program.asp?SnID=2082162550 (last visited Feb. 4, 2016).
250 See supra Chapter 2, Law Firm or Network? Market Perceptions and Operations. – Table 1
251 See UNITED STATES LAW FIRM GROUP, www.uslfg.com/executivedirector.cfm (last visited Feb. 4, 2016).
252 See Phillip Smith, Networks Survey: Global Risk, ACCOUNTANCY AGE (Nov. 2008)
www.accountancyage.com/print_artice/aa/feature/1748284/networks-survey-global-risk.
253 MERITAS, www.meritas.org (last visited Feb. 4, 2016).
254 Contact Us, LEX MUNDI, www.lexmundi.com/lexmundi/Contact_Information.asp?SnID=2082162550 (last visited Feb. 4,
2016).
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A large enough organization can create sponsorship opportunities. In order to get sponsors, the network must
be able to show the potential sponsor the benefits they will receive. These may be set out in a brochure. 249
One additional issue is present in the legal profession. It is common for law firms to belong to more than one
network. At each step of the development process, they are being compared to other networks. This includes
not only activities, but also the costs. As a network moves from Level 2 toward Level 3, it must consider the
activities of other networks.250
Level 4 networks are full-scale operations financed by the members who may contribute part of the income
to maintain the network. A professional independent staff operates the networks. The board sets its goals and
objectives, with the actual operations carried out by an executive group with a large full-time staff.
Network Staff
The staff’s function in a professional services network will depend on the origin of the network, its current
objectives, and whether the network is Level 2, 3, or 4. Level 1 networks do not have staff since the members
contribute staff on a voluntary basis to organize any event.
Level 2 networks that are founded by individual law or accounting firms tend to have staff that would be
described as non-strategic and functional. The staff reports to the chairman who is an attorney or accountant
at one of the member firms. The staff person is purely support in nature rather than strategic. Board members
may become involved and be responsible for such activities as website design, technology, and/or recruiting.
Many of the activities are outsourced. Meeting planners may do meetings. The staff is usually located in the
offices of one of the members.251
Networks that are formed for strategic reasons have a staff that collaborates with the board and members.
There may be many staff at the network.252 Level 3 networks have five to 25 full-time staff members.
Meritas253 and Lex Mundi254 have listed the different types of staff members on their websites. Persons who
are not practicing attorneys or accountants generally formed these networks. They are Level 3 networks,
which operate as a business to meet members’ objectives. In these networks the title of the CEO may be
“president,” and he or she operates within the framework established by the board. In a Level 3 network, the
staff is responsible for marketing strategy (within the confines of the budget), website maintenance,
recruiting, and general operations of the network. This is done on a collaborative basis with the executive
committee, board, and the members each assuming their different roles. The network recognizes the strengths
and weaknesses of each of the parties in the network. Level 3 networks have staff in their own offices rather
than in the offices of their members.
The staff is important for other reasons. It is the repository of the history, policies, and rules of the network.
With the executive committee, the staff strives for a consistent approach to issues. The chief operating officer
and the chair enforce the rules.
249 LEX MUNDI’S SPONSORSHIP PROGRAM.
www.lexmundi.com/lexmundi/Corporate_Sponsorship_Program.asp?SnID=2082162550 (last visited Feb. 4, 2016).
250 See supra Chapter 2, Law Firm or Network? Market Perceptions and Operations. – Table 1
251 See UNITED STATES LAW FIRM GROUP, www.uslfg.com/executivedirector.cfm (last visited Feb. 4, 2016).
252 See Phillip Smith, Networks Survey: Global Risk, ACCOUNTANCY AGE (Nov. 2008)
www.accountancyage.com/print_artice/aa/feature/1748284/networks-survey-global-risk.
253 MERITAS, www.meritas.org (last visited Feb. 4, 2016).
254 Contact Us, LEX MUNDI, www.lexmundi.com/lexmundi/Contact_Information.asp?SnID=2082162550 (last visited Feb. 4,
2016).
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